Employee-driven innovation in the context of Italian industrial relations: the case of a public hospital

Telljohann, Volker

doi:10.1177/1024258910364308

Cited by 11 publications

(9 citation statements)

References 3 publications

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“…The literature suggests that successful groups are heterogeneous, interdisciplinary, presenting cross-hierarchy participants, 11 , 13 , 14 combining formal and informal working methods and communication processes 13 , 17 to work on problem setting and problem solving. 14 …”

Section: Methodsmentioning

confidence: 99%

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The Hospital of Tomorrow Case Study: Multidisciplinarity, Inclusiveness and Holistic Approaches to Foster Innovation in Complex Organizations

Gorla

Borojevic

Gibertoni

et al. 2023

Int J Health Policy Manag

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Background: This case study describes and analyses an action research initiative undertaken by management, staff and WHO at the St. Orsola-Malpighi Polyclinic in Bologna, Italy. The initiative utilised staff engagement approaches developed during the COVID-19 pandemic to rethink and reshape future development plans. The initiative provides a ‘how-to’ case study for complex health facilities on ways to create similar multisectoral, inclusive and holistic processes in planning structural, functional and organizational solutions for their ‘hospitals of tomorrow’. Methods: The case study utilised an action research approach coordinated by a team of WHO facilitators in close collaboration with the Board of Hospital Directors. Heterogeneous and multidisciplinary working groups were created, with members from different levels of the hospital staff. In the context of facilitated group meetings held weekly over a one-year period, participants were asked to review topics of interest to future plans of the hospital and make recommendations on effective/innovative ways of addressing these in the short and long term. Working groups focused on different challenges. Results: The initiative was successful in creating and sustaining broad staff engagement in the future planning processes. 80% groups maintained high staff participation throughout the entire project year. Participating staff reported enhanced communication and cooperation between departments represented in different groups. 87% of the proposed plans suggested by the working groups were approved by the Board for implementation. Conclusion: Key factors contributing to the high approval rate of plans, strong engagement record of staff and enhanced cooperation between involved departments; included: multisectoral/cross hierarchal staff involvement, group attention to defining time-bound contextual goals, flexible implementation monitoring approaches, personnel skills and profiles of participants, direct and open communication at all levels and times, member commitment and clear exit strategy. The case study is presented as a model to stimulate similar actions in other complex health care facilities.

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Section: Methodsmentioning

confidence: 99%

“…Project management professionalization, by strong project management processes and instruments, 15 , 19 and support provided by key stakeholders, 12 which prevent process segmentation and providing a clear setting for running and managing meetings, 14 increases project success and therefore hospital innovativeness.…”

Section: Methodsmentioning

confidence: 99%

The Hospital of Tomorrow Case Study: Multidisciplinarity, Inclusiveness and Holistic Approaches to Foster Innovation in Complex Organizations

Gorla

Borojevic

Gibertoni

et al. 2023

Int J Health Policy Manag

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“…In this study, it could be said, that mode 2b knowledge generation was facilitated by mode 2a knowledge generation in terms of the university-driven intervention. However, the changes take time, like, for example, as reported in the study by Telljohann (2010), where the case is about public hospital workers, who reconstructed their actual work process. The research process even reported duration of five years.…”

Section: An Employeedriven Innovation Processmentioning

confidence: 99%

An effective employee-driven innovation (EDI) manual process supporting innovativeness

Parjanen

Saunila

Kallio³

et al. 2020

EJIM

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PurposeThe purpose of this paper is to define the factors of innovativeness in the context of employee involvement and study how these factors could be affected by an employee-driven innovation (EDI) process.Design/methodology/approachThis study follows a quantitative approach through a survey. The survey data were collected from a case organisation, where employees designed an innovation manual in a participatory process to support their daily innovativeness.FindingsAccording to the results, the EDI manual process can assist the organisation in developing their ideation and organising structures. The employees felt that their ideas were appreciated more after the innovation manual process. Understanding about innovation and innovativeness was also increased. In between two survey rounds, the focus of the most urgent development targets had shifted from internal idea management practices towards customer ideas, cooperation and appreciation of different ideas. This indicates that the internal innovation system has to work before it is reasonable to involve other stakeholders.Originality/valueThe study presents an empirical example of an employee-driven process in the context of public sector healthcare. It increases understanding about the importance of employee involvement in the innovation manual development process and how this process affects the factors of innovativeness.

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“…Though the research on employee-driven innovation is rather new, the features and requisites for employee-driven innovation have been studied through various case studies of business organizations (Rocha, 2010;Teglborg-Lefèvre, 2010). In service industries, healthcare service contexts such as hospitals are common research objects (Telljohann, 2010;Castren & Maijanen, 2013).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…To promote employee-driven innovation, business managers could apply structured approaches such as an incentive system for employees (Teglborg-Lefèvre, 2010) and workshops to gather innovative ideas (Telljohann, 2010). In addition to these mechanisms, some researchers have studied the personal and cultural aspects of employee-driven innovation, such as how the agency of employees toward changing their work practices can affect activities in employee-driven innovation (Billett, 2012, Brandi & Hasse, 2012.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A Technology-Assisted Design Methodology for Employee-Driven Innovation in Services

Watanabe

Fukuda

Nishimura

2015

Technology Innovation Management Review

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Employee-driven innovation in the context of Italian industrial relations: the case of a public hospital

Cited by 11 publications

References 3 publications

The Hospital of Tomorrow Case Study: Multidisciplinarity, Inclusiveness and Holistic Approaches to Foster Innovation in Complex Organizations

The Hospital of Tomorrow Case Study: Multidisciplinarity, Inclusiveness and Holistic Approaches to Foster Innovation in Complex Organizations

An effective employee-driven innovation (EDI) manual process supporting innovativeness

A Technology-Assisted Design Methodology for Employee-Driven Innovation in Services

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