Comprehensiveness of Services as an Organizational Model in a Micro-Medical Enterprise: A Case Study
Purpose: The purpose of this study is to analyze the comprehensiveness of services as an organizational model in a micro-medical enterprise and to identify the key organizational factors that support the integration of service processes within a single medical entity. Design/Methodology/Approach: The study adopts a qualitative research approach based on the case study method. Empirical data were collected through a semi-structured in-depth interview with the owner of a micro-medical enterprise operating in the healthcare sector and supplemented by an analysis of organizational documentation. The collected material was subjected to qualitative content analysis focused on identifying mechanisms supporting service integration, coordination of activities, and continuity of patient care. Findings: The results indicate that the comprehensiveness of services should be understood not only as a broad scope of medical services, but primarily as the effective integration of diagnostic, therapeutic, and control processes within one organization. The study demonstrates that work organization, coordination mechanisms, resource management, and competency development play a crucial role in ensuring service continuity and improving organizational efficiency. The comprehensive service model contributes to shortening treatment pathways, limiting referrals to external facilities, enhancing patient comfort, and strengthening the competitive position of the enterprise. Practical Implications: The findings suggest that micro-medical enterprises should treat service comprehensiveness as a coherent organizational strategy rather than solely an expansion of service offerings. Effective integration of processes and appropriate coordination mechanisms may improve operational efficiency, patient service quality, and organizational consistency. The study also highlights the importance of investing in technical resources and professional competencies to support integrated healthcare delivery. Originality/Value: The article contributes to the literature by presenting an empirical analysis of service comprehensiveness in the context of a micro-medical enterprise, an area that remains relatively underexplored in organizational and healthcare management studies. The research extends existing theoretical discussions by demonstrating how integrated service models function in practice and by identifying organizational conditions necessary for their effective implementation.