Workplace Innovation as Institutional Entrepreneurship

Organisational support for healthcare innovation in hospitals: Towards a commitment framework

“…Consoli and Mina (2009), for example, list the following interdependent elements of health innovation systems: (1) the technology market concerning drugs and devices, (2) the scientific community with its work on knowledge production and dissemination, (3) patterns and infrastructure of service provision and (4) the individual sphere of patient treatment by a practitioner regarding a health problem. Approaching the problem from a different perspective, the integrated approach Total Workplace Innovation by van Amelsvoort and Van Hootegem (2017) provides value to employees, employers and the economy, by improving organisational performance and working conditions (see also Hvid and Scheller, 2017). Innovation is a common subject of research; nevertheless there is a lack of studies on organisational innovation in the healthcare sector, which may be due to the lack of investigation or underestimation of the meaning of non-technical aspects of innovation in hospitals and other institutions (Djellal and Gallouj, 2005; Laschinger et al, 2016).…”

“…Medical personnel spend significant time on routine administrative tasks, which restrain creativity for organisational innovation (Cutler, 2011; Hvid and Scheller, 2017; Jaskyte, 2011; Naranjo-Valencia et al, 2011; Sumo et al, 2016). While fighting for patient’s life and health (Tsoukas, 1996), they need organisational procedures improving productivity (Cutler, 2011), which consequently increase responsibility for costs, access to care and higher quality of services (Batalden and Davidoff, 2007b; Cox Sullivan et al, 2017; Daker-White et al, 2015; Hvid and Scheller, 2017; Moreira et al, 2017; Saltman et al, 2011; Wu and Hsieh, 2011). Improvements occur in the process of continuous creation and implementation procedures based on professional knowledge (Jończyk, 2011; Poskrobko, 2011).…”