Collaborative innovation in healthcare: a case study of hospitals as innovation platforms

Hyrkäs, Pauliina; Haukipuro, Lotta; Väinämö, Satu; Iivari, Marika; Sachinopoulou, Anna; Majava, Jukka

doi:10.1504/ijvcm.2020.10027214

Cited by 6 publications

(14 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The authors of the other 38 studies use a variety of words addressing innovation readiness. The most frequently mentioned are: capacity for innovation [38,39,56,78], innovation capacity [57], capacity to innovate [58,62,63], ability to innovate [40,47,79], organizational innovativeness [58], organization's innovation ability [48], innovation performance [52,67], innovativeness of organizations [65], organizational innovation [80] and organization's innovative potential [59].…”

Section: Definition Of Innovation Readiness and Frameworkmentioning

confidence: 99%

“…Innovation process concerns the policies and the steps that are taken in (part of ) the organization from the idea of the innovation to sustaining the innovation. Innovation process has been researched in five studies [39,40,57,62,66]. Three studies researched and identified factors relevant for the innovation process: the availability of quantitative evidence, inter-personal and inter-organizational networks, role of champions and senior management, the existence of a favorable inner and outer context [40,66], organizational constraints [39] and knowledge management [62].…”

Section: Innovation Processmentioning

confidence: 99%

“…Two studies researched the total innovation process. Hyrkas et al [57] developed and tested a co-creation model for collaborative innovation, in which companies and health care professionals co-create future health care services. The results show that collaboration requires careful preparation, sector-specific knowledge and active efforts throughout the entire process.…”

Section: Innovation Processmentioning

confidence: 99%

See 2 more Smart Citations

Factors contributing to innovation readiness in health care organizations: a scoping review

Hoed

Backhaus

Vries

et al. 2022

BMC Health Serv Res

View full text Add to dashboard Cite

Background Increasing innovation readiness of healthcare organizations is necessary to meet upcoming challenges, including population aging, staff shortages and reduced funding. Health care organizations differ in the extent to which they are innovation ready. This review aims to clarify the concept of innovation readiness and identify which factors contribute to innovation readiness in health care organizations. Methods A scoping review was conducted based on the framework from Arksey and O’Malley. PubMed/MEDLINE, CINAHL and Web of Science were searched for studies that (a) aimed to contribute to scientific knowledge about innovation readiness of health care organizations, (b) were peer-reviewed, (c) reported empirical data and (d) were written in English, Dutch or German. Factors researched in the included studies were bundled into 4 overarching main factors and 10 sub-factors. Results Of the 6,208 studies identified, 44 were included. The majority (n = 36) of the studies had been conducted since 2011 and almost half of the studies (n = 19) were performed in hospitals. Of the 44 studies, 21 researched factors contributing to innovation readiness in the implementation stage of the innovation process. The authors used a variety of words and descriptions addressing innovation readiness, with hardly any theoretical frameworks for innovation readiness presented. Four main factors and 10 sub-factors contributing to the innovation readiness of health care organizations were summarized: strategic course for innovation, climate for innovation, leadership for innovation and commitment to innovation. Climate for innovation (n = 16) was studied the most and individual commitment to innovation (n = 6) was the least studied. Conclusion Our study identified four main factors contributing to the innovation readiness of health care organizations. Research into innovation readiness of health care organizations is a rather new field. Future research could be directed towards defining the concept of innovation readiness and the development of a framework for innovation readiness. More understanding of the interplay of factors contributing to innovation readiness in all stages of the innovation process and in diverse health care settings can support health care managers to structurally embed innovation. This review contributes to the first stage of theory building on factors contributing to innovation readiness of health care organizations.

show abstract

Section: Definition Of Innovation Readiness and Frameworkmentioning

confidence: 99%

Section: Innovation Processmentioning

confidence: 99%

Section: Innovation Processmentioning

confidence: 99%

See 1 more Smart Citation

Factors contributing to innovation readiness in health care organizations: a scoping review

Hoed

Backhaus

Vries

et al. 2022

BMC Health Serv Res

View full text Add to dashboard Cite

show abstract

“…This study was conducted at a single public hospital in Finland, Oulu University Hospital (OYS) and on the year-long YSI University Hospitals as Innovation Platforms project (2016-2017, hereafter referred to as "the Pilot") (Hyrkäs et al, 2020). OYS, as the northernmost of five central university hospitals, delivers specialized healthcare services to Northern Ostrobothnia and provides highly-specialized medical services to all of northern Finland.…”

Section: The Pilotmentioning

confidence: 99%

“…Several studies on the private sector have described the prerequisites for innovation activities but, for public organisations, only a few studies have attempted to identify factors predicting the emergence of innovations, test innovation models (Jaskyte, 2011), or determine the reasons behind variations in innovation activity between public sector organisations (Demircioglu and Audretsch 2017). New knowledge is needed to overcome the difficulties experienced by public hospitals and to improve successful deployment of innovation activities (Hyrkäs et al, 2020;Luo et al, 2014;Plsek, 2003).…”

Section: Introductionmentioning

confidence: 99%

Factors enabling innovation activities: combining perspectives of personnel and management of a public university hospital

Hyrkäs¹,

Lunkka²,

Reponen³

et al. 2022

IJIL

View full text Add to dashboard Cite

Innovation activities are actions intended to generate innovations, and innovations are novel, implemented items or actions, that improve processes. The research on enabling innovation activities in public hospitals is limited. This study identified key factors that enable innovation activities by combining statements made by representatives from management (n=13) and personnel (n=9) at one Finnish public university hospital. The study used semi-structured interviews and content analysis. According to the results, unified and authorised practices are needed to counterbalance and organise the extreme complexity typical of public hospitals. Both, hospital personnel and management called for assistance with complementary expertise in innovation management.

show abstract

Unravelling collaborative governance dynamics within healthcare networks: a scoping review

Belrhiti,

Bigdeli,

Lakhal

et al. 2024

Health Policy and Planning

View full text Add to dashboard Cite

In many countries, healthcare systems suffer from fragmentation between hospitals and primary care. In response, many governments institutionalised healthcare networks (HN) to facilitate integration and efficient healthcare delivery. Despite potential benefits, the implementation of HN is often challenged by inefficient collaborative dynamics that result in delayed decision-making, lack of strategic alignment and lack of reciprocal trust between network members. Yet, limited attention has been paid to the collective dynamics, challenges, and enablers for effective inter-organisational collaborations. To consider these issues, we carried out a scoping review to identify the underlying processes for effective inter-organisational collaboration and the contextual conditions within which these processes are triggered. Following appropriate methodological guidance for scoping reviews (Arksey and O Malley, 2005), we searched four databases (PubMed (n=114), Web of Science (n=171), Google Scholar (n=153), and Scopus (n=52) and snowballing (n=22)). Thirty-seven papers addressing HN including hospitals were included. We used a framework synthesis informed by the (Emerson, 2011) collaborative governance framework to guide data extraction and analysis, while being sensitive to emergent themes. Our review showed the prominence of balancing between top-down and bottom-up decision-making (e.g., strategic versus steering committees), formal procedural arrangements, and strategic governing bodies in stimulating participative decision-making, collaboration, and sense of ownership. In a highly institutionalised context, the inter-organisational partnership is facilitated by pre-existing legal frameworks. HN are suitable for tackling wicked healthcare issues by mutualising resources, staff pooling and improved coordination. Overall performance depends on the capacity of partners for joint action, principled engagement and a closeness culture, trust relationships, shared commitment, distributed leadership, power sharing and interoperability of information systems. To promote effectiveness of HN, more bottom-up participative decision-making, formalisation of governance arrangement and building trust relationships are needed. Yet, there is still inconsistent evidence on the effectiveness of HN in improving health outcomes and quality of care.

show abstract

Collaborative innovation in healthcare: a case study of hospitals as innovation platforms

Cited by 6 publications

References 0 publications

Factors contributing to innovation readiness in health care organizations: a scoping review

Factors contributing to innovation readiness in health care organizations: a scoping review

Factors enabling innovation activities: combining perspectives of personnel and management of a public university hospital

Unravelling collaborative governance dynamics within healthcare networks: a scoping review

Contact Info

Product

Resources

About