Commercialization of eHealth innovations in the market of the UK healthcare sector: A framework for a sustainable business model

Abstract

Demographic trends with extended life expectancy are placing increasing pressures on the UK state-funded healthcare budgets. eHealth innovations are expected to facilitate new avenues for cost-effective and safe methods of care, for enabling elderly people to live independently at their own homes and for assisting governments to cope with the demographic challenges. However, despite heavy investment in these innovations, large-scale deployment of eHealth continues to face significant obstacles, and lack of sustainable business models (BMs) is widely regarded as part of the greatest barriers. Through various empirical methods that include facilitated workshops, case studies of relevant organizations, and user groups, this paper investigates the reasons the private market of eHealth innovations has proved difficult to establish, and therefore it develops a framework for sustainable BMs that could elimiesnate barriers of eHealth innovation commercialization. Results of the study suggest that to achieve sustainable commercialization, BM frameworks and innovation diffusion characteristics should be considered complements but not substitutes. K E Y W O R D Sbusiness model, eHealth innovations, telecare, telehealth, telemedicine Psychol Mark. 2018;35:120-137.

Transitioning Collaborative Cross-Sector Business Models for Sustainability Innovation: Multilevel Tension Management as a Dynamic Capability

“…However, user uptake is very low. Beyond the need to enhance user-centered design and security and privacy assurance, barriers to telecare diffusion are socioeconomic, rather than technological or technical, and boil down to “the lack of sustainable business models” (Oderanti & Li, 2018, p. 125). Reasons for this include the absence of strategies for sustainable commercialization to end users, deficient coordination between stakeholders, poor integration of policy and practice, and small size of private markets that are crowded-out by free access to public health care (Oderanti & Li, 2018; Wilson et al, 2017).…”

Towards a citizen-centered innovation system for ehealth

“…In addition, lack of opportunity for finding a sustainable business model of business case was found as a key barrier to market growth (e.g. Dehzad et al, 2014;Oderanti and Li, 2018;Van Gorp, 2016). Part of the problem underlying the generation of sustainable business models regards problems of financial/revenue generating nature due to the absence of funding from insurance companies (Dehzad et al (2014).…”

Integration Intrapreneurship: Implementing Innovation in a Public Healthcare Organisation

“…Employees within these organizations have moved from rst responding to the management and containment of the virus, to adopting new ways of delivering services beyond the outbreak. The landscape within this sector is now, more than ever one where organizations are juggling the need to innovate while remaining focussed on delivering high quality patient care and maintaining nancial sustainability (Oderanti & Li, 2018).…”

“…Telementoring has become common within the public sector where government agencies have seen community expectations evolve, resulting in demand for higher quality, more variety and lower cost services (Mohsen et al, 2019;Wanna, Lee, & Yates, 2015). A number of telementoring models have been developed in efforts to generate value, productivity and e ciency in the public healthcare sector (Christian & Andreas, 2019;Clark & Goodwin, 2010;Oderanti & Li, 2018;Socolovsky et al, 2013;Tuerk, 2015). Project ECHO® (which stands for Extension for Community Healthcare Outcomes) is an established model of telementoring with a track record for improving health outcomes in North America (Arora et al, 2011).…”

“…Intrapreneurism is attracting growing interest from policymakers and executives within the healthcare sector at a regional and international level (Brown, Fishenden, & Thompson, 2014;Carpenter et al, 2018;Mundy & Hewson, 2019). This has been largely a result of evolving service needs of ageing populations and more recently, an increasing prevalence of chronic diseases that place pressure on healthcare organizations to sustain the delivery of high quality and economically-viable healthcare services (Mundy & Hewson, 2019;Oderanti & Li, 2018). These factors have created a landscape that is more conducive for intrapreneurs to explore and implement innovations that are aimed at integrating healthcare.…”