Abstract:Innovation management (IM) for the Gulf Cooperation Council (GCC) region poses unique socio-economic challenges due to the multi-faceted nature of Arab and Islamic countries. Additionally, proposals for indigenous initiatives, sustainability transitions and outward-oriented strategies in economic reform plans of the GCC add further complexity to IM scholarship and practice with imperatives to harness the potentials of these strategic visions. Yet, there is an absence of a systematic review to scrutinize IM lit… Show more
“…Well-equipped isolation rooms/beds were made available in all hospitals with admission service. However, concerning infection prevention and control, monitoring 5 both Oman and Kuwait were lacking measurement of cumulative incidence amongst patients, medical and allied staff, and community outreach services.…”
Section: Resultsmentioning
confidence: 99%
“…Across several countries, several public health precautionary measures were implemented in a faster approach, including lockdowns of major cities, complete suspension of flights, university and school closures, banning of social gatherings and sports events, provision of free-of-charge healthcare to patients, and launching of COVID-19 active screening. 5 To guide countries in scaling-up operational readiness and response to COVID-19, the WHO published the Strategic Preparedness and Response Plan in February 2020, which identified various activities to assist countries in preparing and responding to COVID-19. 4 The immediate activities required for international preparedness and response to the evolving COVID-19 outbreak and set of eight priority areas (pillars) essential for scaling-up country operational readiness and response [ Figure 2 ].…”
Objectives: The World Health Organization (WHO) published a global strategic response plan in February 2020 aiming to mitigate the impact of the novel coronavirus disease 2019 (COVID-19) outbreak. It identified immediate activities required for global preparedness and response to the outbreak and set eight priority areas (pillars) essential for scaling up countries’ operational readiness and response. Despite a semi-annual progress report on implementing the Global Strategic Plan in June 2020, there is limited granular information available on the extent of the national plan’s content and implementation, particularly in the Member States of the Gulf Cooperation Council (GCC). Therefore, we sought to review the preparedness and responsiveness towards the COVID-19 outbreak in the GCC in the first phase of the pandemic and to document lessons learned for improving the ongoing response efforts and preparedness for future pandemics. Methods: A rapid appraisal was conducted in June 2020 according to the WHO Strategic Preparedness and Response Plan and the accompanying Operational Planning Guidelines. The survey was administered to public health professionals or/and infectious disease experts in the states. The findings were cross-triangulated with secondary data that was publicly available for each country. Results: The preparedness and response efforts of Bahrain, Saudi Arabia, and the UAE were fully compliant with all 11 (100%) pillars of the modified strategic response measures. Kuwait, Oman, and Qatar complied with eight of the pillars. The component on conducting COVID-19 related research was the lowest-performing across all the six states. Conclusions: All GCC states demonstrated an effective response to the pandemic, enhanced existing infrastructures, and accelerated reforms that would have otherwise taken longer. The lessons learned through the early phase of the pandemic continue to steer the states in realigning their strategies and resetting their goals of controlling the outbreak, particularly in the current context of vaccine introduction and increasing preparedness capacities for future pandemics.
“…Well-equipped isolation rooms/beds were made available in all hospitals with admission service. However, concerning infection prevention and control, monitoring 5 both Oman and Kuwait were lacking measurement of cumulative incidence amongst patients, medical and allied staff, and community outreach services.…”
Section: Resultsmentioning
confidence: 99%
“…Across several countries, several public health precautionary measures were implemented in a faster approach, including lockdowns of major cities, complete suspension of flights, university and school closures, banning of social gatherings and sports events, provision of free-of-charge healthcare to patients, and launching of COVID-19 active screening. 5 To guide countries in scaling-up operational readiness and response to COVID-19, the WHO published the Strategic Preparedness and Response Plan in February 2020, which identified various activities to assist countries in preparing and responding to COVID-19. 4 The immediate activities required for international preparedness and response to the evolving COVID-19 outbreak and set of eight priority areas (pillars) essential for scaling-up country operational readiness and response [ Figure 2 ].…”
Objectives: The World Health Organization (WHO) published a global strategic response plan in February 2020 aiming to mitigate the impact of the novel coronavirus disease 2019 (COVID-19) outbreak. It identified immediate activities required for global preparedness and response to the outbreak and set eight priority areas (pillars) essential for scaling up countries’ operational readiness and response. Despite a semi-annual progress report on implementing the Global Strategic Plan in June 2020, there is limited granular information available on the extent of the national plan’s content and implementation, particularly in the Member States of the Gulf Cooperation Council (GCC). Therefore, we sought to review the preparedness and responsiveness towards the COVID-19 outbreak in the GCC in the first phase of the pandemic and to document lessons learned for improving the ongoing response efforts and preparedness for future pandemics. Methods: A rapid appraisal was conducted in June 2020 according to the WHO Strategic Preparedness and Response Plan and the accompanying Operational Planning Guidelines. The survey was administered to public health professionals or/and infectious disease experts in the states. The findings were cross-triangulated with secondary data that was publicly available for each country. Results: The preparedness and response efforts of Bahrain, Saudi Arabia, and the UAE were fully compliant with all 11 (100%) pillars of the modified strategic response measures. Kuwait, Oman, and Qatar complied with eight of the pillars. The component on conducting COVID-19 related research was the lowest-performing across all the six states. Conclusions: All GCC states demonstrated an effective response to the pandemic, enhanced existing infrastructures, and accelerated reforms that would have otherwise taken longer. The lessons learned through the early phase of the pandemic continue to steer the states in realigning their strategies and resetting their goals of controlling the outbreak, particularly in the current context of vaccine introduction and increasing preparedness capacities for future pandemics.
“…For Li et al (2020b; p.115801), institutional innovation is “the creation of a new and more effective system to encourage people’s behaviour, and the realisation of social sustainable development and innovation under the existing production and living environment”. This form of innovation emerges from injections of investments and initiatives reinforced by policies and strategies as posited by the ‘institutional-pump’ model (Durugbo et al 2020a ), which contrasts with technology-push and market-pull theories on innovation (Martin 1994 ), as summarised by Fig. 1 .…”
Section: Institutional Innovation: An Overviewmentioning
confidence: 99%
“… Fig. 1 Comparing the institutional-pump model to technology-push and market-pull theories of innovation (Durugbo et al 2020a ) …”
Section: Institutional Innovation: An Overviewmentioning
confidence: 99%
“…Yet, questions remain on the scope, range, and forms of complementarities that facilitate institutional innovation. For instance, the prospect of ‘creative complementarities’ that supply creativity-driven resources and know-how (Durugbo et al 2020a ), suggests possibilities for implementation, adoption, and continuance forms of complementarities that incentivise induced, continuous, and collective institutional innovation. Lines of inquiry could examine the nature of complementarities that (dis)incentivise entrepreneurial endeavours within institutions.…”
Section: Future Research Directions For Institutional Innovation Scholarshipmentioning
Institutional innovation creates smart institutions that idiosyncratically thrive in a world of exponential change. Through policy-driven interventions and experiential learning, managers of institutions become adept at delivering praxis- and crisis-driven innovations required for survival and success. Similarly, the management of institutional innovation remains an interest in research due to links of this form of innovation to economic growth, and the demands of on-going major socioeconomic transformations due to technological advances, increased occurrences of major crises, and emerging socioeconomic challenges. Accordingly, a key question arising from the literature concerns the range of determinants and priorities that influence institutional innovation for delivering society value. Thus, the onus is on scholarship to capture and advance knowledge for harnessing the potency of institutional innovation. The purpose of this article is to analyse the current state of research on institutional innovation. Using the systematic review methodology, we identify and critically appraise 485 peer-reviewed scientific publications between 1969 and 2021. The review finds key determinants and management priorities with a view to developing a multi-level management model of institutional innovation. Guided by insights from the review, the article sets a research agenda for future management studies of institutional innovation.
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