Does the Utto Model of Technology Transfer Fit Public Sector Healthcare Services?

Savory, Clive

doi:10.1142/s0219877006000740

Cited by 11 publications

(8 citation statements)

References 22 publications

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“…Results show that 78.5 percent of the new ideas was generated by personnel who think about how to serve better and how to ease business processes. Savory (2006) claims that innovations are often rooted in formal research projects but can also result from ideas, inventions, and process changes produced by employees in the course of their work. Griffin et al (2009) claim that, innovative persons use an innovation process that emphasizes the up‐front aspects of finding interesting problems, planning first before executing, and understanding customer needs in great detail.…”

Section: Discussionmentioning

confidence: 99%

E‐government and technological innovation in Turkey

Arpacı

2010

Transforming Government: People, Process and Policy

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PurposeThe main purpose of this paper is to identify the technological innovation process, stakeholders of the process, sources of innovation, driving forces of innovation, and obstacles of innovation for the Turkish public sector.Design/methodology/approachIn this paper, interviews are used as data‐collection methods. For the purpose of this paper, the researcher has conducted a series of semi‐structured or open interviews. The interviews are recorded and transcribed. In addition, information related to the technological‐innovation projects performed in the public organizations is collected from documents, books, and governmental reports. A total of 20 organizations have been conducted to participate in the study; however, only 14 of them are retained after consideration of the selection criteria. In addition, 28 e‐government projects that lead innovation are analyzed.FindingsResults of the study show that external relations with stakeholders enhance the innovation process. Innovation emerges as a result of interaction between the stakeholders. Innovation process has four main stages and six steps. Stages of the innovation process are idea generation, project development, production, and innovation. Six steps of the innovation process are idea, project study, project approval, project implementation, new services, and innovation. Innovation starts with idea generation in the first stage. New ideas can be generated by the personnel of the organization, legislation, citizens, and other firms. After idea generation, the new ideas should be conceptualized projects in order to reach innovation. Innovation cannot be achieved due to some obstacles. The main obstacles in the public sector can be listed as legislation, lack of qualified staff, approval authority, and bureaucracy. Production as the third stage can only start after overcoming the mentioned obstacles. Project implementation is performed in the fourth step and a new service is acquired in the fifth step. Innovation is the last stage of the technological innovation process where diffusion of the new service is performed in order to innovate in the organization.Originality/valueThe significant findings of this paper may help managers for long‐term planning of innovation activities and they may pave the way of managers for their innovation projects by means of determining unclear innovation process and identifying the inputs and outputs of the process. Moreover, this paper is a guide for the managers in public organizations; finding out possible obstacles, identifying driving forces to accelerate the innovation process, emphasizing the importance of interaction between the stakeholders.

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Section: Discussionmentioning

confidence: 99%

E‐government and technological innovation in Turkey

Arpacı

2010

Transforming Government: People, Process and Policy

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“…While IP protection and licensing may be beneficial to TT [21], [31], [32], it could also be argued that for a SSA context this TT method is far less beneficial [9], [39]. However, as a multitude of university based TTs heavily rely on licensing procedures, this TT method should not be disregarded and must rather be implemented as a support mechanism for the primary TT method [40]- [43].…”

Section: A Tt Methodsmentioning

confidence: 99%

Healthcare Technology Transfer in Sub-Saharan Africa: Conceptual Framework Evaluation

Marais

Grobbelaar

Kock

2024

IEEE Trans. Eng. Manage.

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The research presented within this article sets out to evaluate a conceptual framework, consisting of five phases, aimed at facilitating health-related technology transfer to and within sub-Saharan African countries. The framework is constructed using a grounded theory process and is subsequently quantitively evaluated via a questionnaire survey instrument with two five-point Likert Scale measurement items namely perceived ease of use and usefulness. The survey addresses practicality via a frequency analysis with the framework receiving a perceived ease of use score of 2.992 and a usefulness score of 4.032. The survey instrument addresses the versatility of the conceptual framework's intended geographic application area through a variance analysis. For the perceived ease of use measurement item, Western and Central Africa received statistically significant p-values of 0.01178 and 0.02288, respectively, highlighting discrepancies in perceived ease of use within the first two phases of the conceptual framework. No statistically significant variances are uncovered with respect to the usefulness measurement item. The final evaluation measure addresses utility via a regression analysis with the relationship between technology adoption and the five phases receiving p-values ranging from 0.643, 0.694, 0.751, 0.715, and 0.927.

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“…The quadruple helix highlights the non-linear nature of user-led innovation and the role of IP management processes. As highlighted by Savory (2006a), the imposition of technology transfer processes from other sectors such as universities, may not represent an optimal or complete solution. The complex interactions reflected in the quadruple helix provide insights into how user-led innovation can be supported at policy level.…”

Section: Jhom 292mentioning

confidence: 99%