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

Hyrkäs, Pauliina; Lunkka, Nina; Reponen, Jarmo; Suhonen, Marjo

doi:10.1504/ijil.2022.119637

Cited by 4 publications

(1 citation statement)

References 55 publications

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“…Health care organizations can greatly benefit from knowledge about how to prepare to succeed in any type of innovation to meet strategic challenges [10,[27][28][29]. To the best of our knowledge, there are no overviews that specifically address factors contributing to innovation readiness in health care organizations.…”

Section: Introductionmentioning

confidence: 99%

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

Hoed

Backhaus

Vries

et al. 2022

BMC Health Serv Res

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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.

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Section: Introductionmentioning

confidence: 99%

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

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Controversies in employee-driven innovation: Exploring the Danish public healthcare

Manfrini,

Bäckström,

Hjortsø

et al. 2024

International Public Management Journal

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Effects of external feedback on disengagement in a human-centric environment

Kanchana

Phusavat

Pastuszak³

et al. 2022

HSM

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BACKGROUND: Overcoming the disengagement feeling in a human- centric environment such as a workplace or a school is essential. In fact, the disengagement in a workplace or at school is one of the major challenges today. Lack of meaningful engagement contributes to this feeling. OBJECTIVE: It is to assess the impacts of external feedback on learning and development. External feedback reflects engagement with the disengaged learners. METHODS: Two schools where the students are generally viewed as disengaged have been involved since 2016. Foreign business communities have worked closely with teachers, and disengaged learners as an external feedback provider. The feedback design is based on the Double-loop Learning. The survey is used to assess the impacts of external feedback. RESULTS: External feedback significantly contributes to more positive feeling on safety, belonginess, and happiness which is essential for learning and development. Based on the findings, external feedback helps overcome the feeling of disengagement in a human-centric environment. CONCLUSIONS: The proper use of external feedback in a human-centric environment shows tangible benefits, especially when dealing with the disengaged learners. External feedback can help re-engage the disengaged learners which can lead to better learning and development.

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

Cited by 4 publications

References 55 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

Controversies in employee-driven innovation: Exploring the Danish public healthcare

Effects of external feedback on disengagement in a human-centric environment

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