Incremental and Radical Service Innovation in Healthcare

Samuelsson, Peter; Witell, Lars; Gottfridsson, Patrik; Elg, Mattias

doi:10.1007/978-3-319-98512-1_27

Cited by 9 publications

(11 citation statements)

References 51 publications

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“…Given that VBHC represents a radically new logic for the health-care system that disrupts the processes, practices and social structures of multiple and diverse societal stakeholders, it can be considered as a type of radical innovation. This is in line with Samuelsson et al (2019), who conceptualize radical innovations in the health-care sector as those that require considerable changes in the value (co-)creation processes of internal and/or external actors (Jaakkola et al, 2019). In this view, these radical innovations in health-care sector go beyond medical and technological goods and services, and include solutions that dramatically alter the behaviors, usage patterns and value perceptions of multiple actors in the broader health-care system (Gustafsson et al, 2016;Löbler and Lusch, 2014).…”

Section: Institutionalizing Value-based Healthcaresupporting

confidence: 89%

“…Similarly, the broader innovation literature considers the radicalness or disruptiveness of innovations in terms of the breadth and depth of change they indicate, not only for the focal firm but also in the related market system (Sandberg and Aarikka-Stenroos, 2014; Snyder et al , 2016). The more radical the innovation, the more value potential it usually holds for different actors, but at the same time requires more work to be implemented as a new dominant practice (Samuelsson et al , 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

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Institutionalizing value-based healthcare in a service system: a policy and document analysis over three decades

Kokshagina

Keränen

2021

JBIM

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Purpose This study aims to explore the institutionalization of value-based health care (VBHC) in the public healthcare system in the state of Victoria, Australia. Design/methodology/approach The empirical part of this paper is based on a content analysis of 34 policy and industry-commissioned reports that have guided the development of health-care strategy in Victoria from 1988 to 2020. Findings This study sheds light on how VBHC in Victoria has been institutionalized over time, through three key phases (centralization, transitioning and digitalization), how the conceptualization of best value has changed in each phase and the implications each phase has presented for other actors in the health-care system. Practical implications This study highlights the key opportunities and challenges for organizational actors that emerge when a health-care system transitions toward VBHC, and derives implications for vendors, health-care procurement, policymakers and governmental agencies. Originality/value This study develops a longitudinal analysis that describes the evolution and institutionalization of a VBHC approach in a complex societal system over three decades and highlights the key implications for other organizational stakeholders.

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Section: Institutionalizing Value-based Healthcaresupporting

confidence: 89%

Section: Literature Reviewmentioning

confidence: 99%

Institutionalizing value-based healthcare in a service system: a policy and document analysis over three decades

Kokshagina

Keränen

2021

JBIM

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“…Especially given the high degree of process interrelation, finding optimal mechanisms for managing and structuring innovational processes would be of significant importance. In relation to complex services, having a multiple-actor perspective on innovation processes could also highlight the implications for some participants to facilitate such processes to avoid becoming passive receivers of innovation (Samuelsson, 2021). Implying that, for example, healthcare provision would need to adopt technology that is not suited for operations, potentially adding costs and requiring reorganization.…”

Section: Discussionmentioning

confidence: 99%

The effects of innovation types and customer participation on organizational performance in complex services

Samuelsson

2023

EJM

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Purpose This study aims to explain the effects of different types of innovations on organizational performance in terms of firms’ external effectiveness and internal efficiency. The study examines the interrelationship of technical and nontechnical innovations in complex services and the mediating effect of customer participation on the relationship between innovation type and organizational performance. Design/methodology/approach The study draws on a neo-Schumpeterian model for innovation to examine the complex service setting of healthcare provision. Data from Statistics Sweden, containing 38 hospitals and 242 primary care units in Sweden, provided the study's results. Findings The findings show the importance of combining different types of innovations in complex services, demonstrating a mediating effect of nontechnical innovation on both the relationship between technical innovations and external effectiveness and internal efficiency. Moreover, the results show that customer participation has a positive mediating effect for technical innovation and nontechnical innovation on external effectiveness. However, there is no such significant effect on internal efficiency. Research limitations/implications The findings are based on self-assessment data, which has inherent limitations. The innovation data used were cross-sectional, which may lack reliability (although self-assessed data counter this risk to some extent). Practical implications Managers should pursue both technical and nontechnical innovations for gains in external effectiveness and internal efficiency. However, complex services call for technical innovations to be accompanied by nontechnical innovations to support positive effects. The results cause a dilemma for managing customer participation in complex services. As the results show customer participation resulting in external effectiveness, they also fail to establish an effect on internal efficiency. Originality/value The primary contribution is to add to the knowledge of different types of innovation in complex services by demonstrating their interdependent effects on both external effectiveness and internal efficiency. Furthermore, the study tests and advances the mediating effect of customer participation in complex services on organizational performance.

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“…Innovation at local levels (micro), supported by executive levels (meso) and networked to others working in similar settings is critical to reduce duplicated effort and identify the incremental changes that can contribute to improvements over time. 37,38 To enable success, the next step in this work must be to work closely with clinical leaders to understand their perspectives, to work together to identify key areas of concern (informed by data where possible) and then allow their support whilst innovating to formulate solutions. 37,39 The solutions to enabling optimal inpatient palliative care will be varied, albeit needing to be founded within available evidence.…”

Section: Discussionmentioning

confidence: 99%

Strengthening palliative care in the hospital setting: a codesign study

Virdun

Luckett

Davidson

et al. 2020

BMJ Support Palliat Care

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ObjectiveTo identify actions required to strengthen the delivery of person and family centred hospital-based palliative care so that it addressed the domains of care identified as important for inpatients with palliative care needs and their families.MethodsA codesign study involving a workshop with palliative care and acute hospital policy, consumer and clinical representatives in Australia. A modified nominal group process generated a series of actions, which were thematically analysed and refined, before being circulated to participants to gain consensus.ResultsMore than half (n=30, 58%) of the invited representatives (n=52) participated in the codesign process. Nine actions were identified as required to strengthen inpatient palliative care provision being: (a) evidence-informed practice and national benchmarking; (b) funding reforms; (c) securing executive level support; (d) mandatory clinical and ancillary education; (e) fostering greater community awareness; (f) policy reviews of care of the dying; (g) better integration of advance care planning; (h) strengthen nursing leadership; and (i) develop communities of practice for improving palliative care.ConclusionsChanges to policy, practice, education and further research are required to optimise palliative care within hospital settings, in accordance with the domains inpatients with palliative care needs and their families consider to be important. Achieving these changes will require a whole of sector approach and significant national and jurisdictional leadership.

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Incremental and Radical Service Innovation in Healthcare

Cited by 9 publications

References 51 publications

Institutionalizing value-based healthcare in a service system: a policy and document analysis over three decades

Institutionalizing value-based healthcare in a service system: a policy and document analysis over three decades

The effects of innovation types and customer participation on organizational performance in complex services

Strengthening palliative care in the hospital setting: a codesign study

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