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| Healthcare system crisis innovation: Types of innovations in the six thematic categories (Taiwan, 2021).
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Objectives: The coronavirus disease 2019 (COVID-19) pandemic presented unprecedented challenges to healthcare systems worldwide. While existing studies on innovation have typically focused on technology, health providers still only have a vague understanding of the features of emergency responses during resource exhaustion in the early stage of a p...
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Context 1
... innovations generally take time; some processes will revert to their original form post-crisis, such as delayed elective surgery, while some may indicate more lasting changes, such as the reorganization of the healthcare system. The types of innovation during the healthcare system crisis across the six thematic categories are presented in Figure 5. ...
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Citations
... Healthcare system crisis innovation (Wu & Ho, 2022). ...
Emerging economies face significant challenges in delivering equitable, affordable, and high-quality healthcare services, hindered by resource constraints, infrastructure deficits, and limited technological adoption. This paper proposes a comprehensive conceptual framework to address these challenges by integrating capital deployment, technological innovation, and expert collaboration. The framework emphasizes strategic investment in healthcare infrastructure, digital health technologies, and capacity-building initiatives to optimize healthcare delivery in frontier markets. Central to the framework is a multi-stakeholder approach that includes private investors, development agencies, and local governments working synergistically to mobilize financial resources and ensure their effective allocation. The model prioritizes leveraging public-private partnerships (PPPs) to foster sustainability and scalability. By incorporating advanced digital solutions such as telemedicine, artificial intelligence (AI), and electronic health records (EHRs), the framework seeks to bridge the gaps in healthcare accessibility and enhance operational efficiencies in underserved regions. Additionally, the framework emphasizes the importance of aligning investments with local health priorities, ensuring cultural sensitivity and community engagement throughout implementation. A robust monitoring and evaluation (M&E) mechanism is integrated to measure the impact of investments on key healthcare indicators, such as mortality rates, disease burden, and patient satisfaction. The proposed framework addresses critical barriers to healthcare access by advocating for innovative financing mechanisms, including blended finance, micro-health insurance, and impact bonds. It also outlines the role of capacity building, emphasizing the training and retention of healthcare professionals and fostering a knowledge-sharing ecosystem. This paper concludes with policy recommendations for incentivizing investment in healthcare systems and outlines pathways for scaling the proposed framework to maximize its transformative potential. By aligning financial resources with technological advancements and local needs, the Impact-Driven Healthcare Investments framework aspires to create a resilient and equitable healthcare ecosystem in frontier markets, thereby advancing global health equity.
... Healthcare system crisis innovation (Wu & Ho, 2022). ...
Emerging economies face significant challenges in delivering equitable, affordable, and high-quality healthcare services, hindered by resource constraints, infrastructure deficits, and limited technological adoption. This paper proposes a comprehensive conceptual framework to address these challenges by integrating capital deployment, technological innovation, and expert collaboration. The framework emphasizes strategic investment in healthcare infrastructure, digital health technologies, and capacity-building initiatives to optimize healthcare delivery in frontier markets. Central to the framework is a multi-stakeholder approach that includes private investors, development agencies, and local governments working synergistically to mobilize financial resources and ensure their effective allocation. The model prioritizes leveraging public-private partnerships (PPPs) to foster sustainability and scalability. By incorporating advanced digital solutions such as telemedicine, artificial intelligence (AI), and electronic health records (EHRs), the framework seeks to bridge the gaps in healthcare accessibility and enhance operational efficiencies in underserved regions. Additionally, the framework emphasizes the importance of aligning investments with local health priorities, ensuring cultural sensitivity and community engagement throughout implementation. A robust monitoring and evaluation (M&E) mechanism is integrated to measure the impact of investments on key healthcare indicators, such as mortality rates, disease burden, and patient satisfaction. The proposed framework addresses critical barriers to healthcare access by advocating for innovative financing mechanisms, including blended finance, micro-health insurance, and impact bonds. It also outlines the role of capacity building, emphasizing the training and retention of healthcare professionals and fostering a knowledge-sharing ecosystem. This paper concludes with policy recommendations for incentivizing investment in healthcare systems and outlines pathways for scaling the proposed framework to maximize its transformative potential. By aligning financial resources with technological advancements and local needs, the Impact-Driven Healthcare Investments framework aspires to create a resilient and equitable healthcare ecosystem in frontier markets, thereby advancing global health equity.
... Joseph et al. (2022) contend that the current global landscape has been marked by a successive emergence of several crises including natural disasters, economic downturns, and pandemics. Firms, organizations, and institutions in the public as well as private domains need to find innovative ways to steer their entities effectively through the organizational crises stemming from environmental disruptions caused by black swan events such as COVID-19 McCartney et al., 2021;Clauss et al., 2022;Wu and Ho, 2022). These crises have had profound impacts on organizations, especially SMEs which often lack the requisite resources and infrastructure to cope with such challenges (Alenazi and Alanazi, 2023). ...
Besides various other potent efforts to contain and consolidate, post-pandemic crisis management requires an adequate display of green transformational leadership. Green transformational leaders exhibit a formidable commitment to sustainability in making managerial choices and subsequently inspiring and motivating their employees to participate vigorously in the ensuing green initiatives. Such initiatives could profoundly help organizations adjust to shifting market situations, follow requirements, and preserve stakeholder trust. While making appeals to the central tenants of the transformation leadership theory, social exchange theory, and the social cognition theory, the study examines the impact of green transformational leadership on employees’ green behaviors during times of crises using employees’ self-esteem as a mediator and work engagement as the critical moderator. The relevant context of the study has been the small and medium enterprises of Saudi Arabia. Data from 232 SMEs employing less than 250 employees selected through convenience sampling was collected using structured questionnaires. After performing hierarchical regression modeling using SPSS 23, macro V4 model 58, and Amos 24, it has been found that green transformational leadership is positively associated with employees’ green behaviors, with self-esteem and work engagement acting as significant mediating and moderating conditions, respectively. Besides, providing firsthand empirical evidence on the impact of green transformational leadership on employees’ green behaviors, in unique industrial (SMEs), contextual (times of crises), and regional (Middle Eastern) settings, the study offers useful implications to the managers aspiring to enhance the sustainable performance of their firms through maturing green behaviors among their employees.
... Health care providers (HCPs) were left to problem-solve how to continue providing compassionate, connected care among layers of personal protective equipment and visitor restrictions. Fortunately, the COVID-19 pandemic was a catalyst for digital health to support the ongoing response to the COVID-19 pandemic, with web-based care emerging as the primary innovation of information and communication technology (ICT) used in medical care [1,2]. Uses of ICT in medical care include remote consultations, digital noninvasive care, and digital platforms for data sharing [3]. ...
... Table 1 presents the demographic characteristics. Themes generated from participants included the use of ICT (1) for supporting in-person communication with patients; (2) for enabling connection between patients, providers, and families; and (3) for providing continuity of care amid COVID-19 restrictions. Table 1. ...
Background
The COVID-19 pandemic acted as a catalyst for the use of information and communication technology (ICT) in inpatient and outpatient health care settings. Digital tools were used to connect patients, families, and providers amid visitor restrictions, while web-based platforms were used to continue care amid COVID-19 lockdowns. What we have yet to learn is the experiences of health care providers (HCPs) regarding the use of ICT that supported changes to clinical care during the COVID-19 pandemic.
Objective
The aim of this paper was to describe the experiences of HCPs in using ICT to support clinical care changes during the COVID-19 pandemic. This paper is reporting on a subset of a larger body of data that examined changes to models of care during the pandemic.
Methods
This study used a qualitative, descriptive study design. In total, 30 HCPs were recruited from 3 hospitals in Canada. One-on-one semistructured interviews were conducted between December 2022 and June 2023. Qualitative data were analyzed using an inductive thematic approach to identify themes across participants.
Results
A total of 30 interviews with HCPs revealed 3 themes related to their experiences using ICT to support changes to clinical care during the COVID-19 pandemic. These included the use of ICT (1) to support in-person communication with patients, (2) to facilitate connection between provider to patient and patient to family, and (3) to provide continuity of care.
Conclusions
HCP narratives revealed the benefits of digital tools to support in-person communication between patient and provider, the need for thoughtful consideration for the use of ICT at end-of-life care, and the decision-making that is needed when choosing service delivery modality (eg, web based or in person). Moving forward, organizations are encouraged to provide education and training on how to support patient-provider communication, find ways to meet patient and family wishes at end-of-life care, and continue to give autonomy to HCPs in their clinical decision-making regarding service delivery modality.
... Telemedicine is an important innovation and has been an indispensable tool during the COVID-19 pandemic, leading many countries to reassess the status of such services and to optimize their management [61]. Our study provides insights that can correctly guide the promotion of telemedicine services through healthcare providers and policymakers. ...
Telemedicine is the use of technology to deliver healthcare services from a distance. In some countries, telemedicine became popular during the COVID-19 pandemic. Its increasing popularity provides new research opportunities to unveil users’ perceptions toward its adoption and continued use. Existing studies have provided limited information and understanding of Taiwanese users and the various sociodemographic factors that influence their intention to use telemedicine services. Thus, the goals of this study were twofold: identifying the dimensions of perceived risks of telemedicine services in Taiwan and providing specific responses to those perceptions as well as determining strategies to promote telemedicine to local policymakers and influencers by providing a better understanding of the perceived risks in relation to socioeconomic status. We collected 1000 valid responses using an online survey and found performance risk to be the main barrier, which was followed by psychological, physical, and technology risks. Older adults with lower levels of education are less likely to use telemedicine services compared to other categories because of multiple perceived risks, including social and psychological concerns. Understanding the differences in perceived risks of telemedicine services by socioeconomic status may aid in identifying the actions required to overcome barriers and may consequently improve adoption of the technology and user satisfaction.
In the world today, innovation is an essential component of daily life. Companies deal with innovation on a regular basis to maximize their use of resources and form the foundations for competitive advantages over the competition. However, many firms currently face difficulties in terms of scarce resources and financial constraints, which has forced organizations to seek out new innovations that not only deliver good results but also require fewer natural and financial assets. Frugal innovation has thus been playing a significant role in companies' success and growing in importance as this concept and its various practical applications has become more fully defined. Frugal innovation's practical aspects are still insufficiently addressed by the literature, which shows a lack of clarity about possible determinants of this approach and the ways they are interconnected. This study develops a multicriteria model using two problem structuring methods—design thinking (DT) and interpretive structural modeling (ISM)—to clarify the issues that arise during frugal innovation. The results reflect the input of a group of experts linked to corporate innovation and/or small and medium-sized enterprises. The findings were subsequently analyzed and validated by a specialist who did not participate in the group work in order to make the analysis system more empirically robust. The proposed model provides a holistic view of determinants of frugal innovation, which can help companies understand and analyze these factors and engage in successful decision-making processes.
Introduction
During a public health emergency like the COVID-19 pandemic, emergency department (ED) clinicians may be able to save more lives if they rapidly identify and implement innovations that are safe and effective. However, there is little research examining clinician decision-making around innovation implementation during public health emergencies and when evidence-based information is limited.
Objective
The goals of this study were to understand how ED clinicians decided to implement innovations and to describe the facilitators and challenges they faced during implementation.
Methods
We conducted 3 pilot interviews and 13 focus group discussions with clinicians from eight hospital-based EDs across the USA. Seventeen physicians, seven advanced practice providers, 18 nurses and seven respiratory therapists participated. We used inductive and deductive techniques to perform content and thematic analysis of focus group transcripts.
Results
Participants cited social media, clinician autonomy, limited resources, organisational culture, supportive leadership and outside experiences as facilitators of trying innovations. Challenges in trying new innovations included limited evidence-based information, evolving guidelines, fear, moral distress and clinician pushback. Facilitators of using innovations in practice included leadership advocating for continued use, signs of patient improvement, ease of adoption and adequate resources. Challenges were the lack of familiarity, no established protocol and limited information dissemination about best practices.
Conclusion
Our study highlights factors that influenced innovation adoption and implementation in EDs during the COVID-19 pandemic, including how fear and moral distress affected decision-making. Organisations can support the implementation of promising innovations by selecting strong leaders, ensuring clinician psychological safety, providing protocols and resources and highlighting successes.
