No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Managing innovation in hospitals and health systems: Lessons from the Malcolm Baldrige National Quality Award Winners
Abstract
Hospitals and other health systems increasingly must rely on innovation as they seek creative approaches for improving patient outcomes while simultaneously dealing with regulatory and cost constraints. The management of innovation is an integral component of hospitals/healthcare systems that are recognized for their excellence by the Malcolm Baldridge National Quality Award in Health Care. Using a framework based on in the 2011–2012 Healthcare Criteria for Performance Excellence and organizational literature, this paper identifies the best practices in innovation as demonstrated by the 15 Baldridge winners. The results indicate that Baldridge winners engage in Innovation Leadership by incorporating innovation into their vision, mission, and values statements and explicitly stating support from senior leadership; strategic planning for innovation by including innovation initiatives in strategic goals and action plans and soliciting stakeholder involvement in innovation; and management of innovation processes by integrating innovation with performance improvement efforts and harnessing human resources. Best practices are summarized to guide leaders in other hospitals/healthcare systems in bringing innovation to the forefront of their initiatives.
... Rapidly changing political, economic, and technological conditions require healthcare organisations to contemplate strategic change as well as the development and use of innovations (Ordanini and Parasuraman, 2011;Schultz et al., 2012;Aro and Heiskala, 2015). Healthcare organisations are expected to take advantage of the latest technology and related knowledge development (Länsisalmi et al., 2006;Thakur et al., 2012) while complying with regulatory and cost constraints (Duarte et al., 2014). In Finland, additional challenges are due by uneven social, regional and economic development, and financial resources not growing at the same pace as the need for the services (Aro and Heiskala, 2015). ...
... The importance of innovations as a success factor in both private and public organisations has been repeatedly demonstrated in theory and in management practices (Masood and Afsar, 2017;Jończyk and Olszewska, 2016;Wang, 2015). Innovations are becoming a key factor in improving hospital services (Duarte et al., 2014;Labitzke et al., 2014;Dobrzykowski et al., 2015;Wu and Hsieh, 2015) as they help hospitals meet external and internal demands (Länsisalmi et al., 2006;Salge and Vera, 2009;Schultz et al., 2012) and identify creative new approaches (Duarte et al., 2014;Piening, 2011). However, innovation management is only implemented in a few hospitals (Labitzke et al., 2014). ...
... The importance of innovations as a success factor in both private and public organisations has been repeatedly demonstrated in theory and in management practices (Masood and Afsar, 2017;Jończyk and Olszewska, 2016;Wang, 2015). Innovations are becoming a key factor in improving hospital services (Duarte et al., 2014;Labitzke et al., 2014;Dobrzykowski et al., 2015;Wu and Hsieh, 2015) as they help hospitals meet external and internal demands (Länsisalmi et al., 2006;Salge and Vera, 2009;Schultz et al., 2012) and identify creative new approaches (Duarte et al., 2014;Piening, 2011). However, innovation management is only implemented in a few hospitals (Labitzke et al., 2014). ...
... Rapidly changing political, economic, and technological conditions require healthcare organisations to contemplate strategic change as well as the development and use of innovations (Ordanini and Parasuraman, 2011;Schultz et al., 2012;Aro and Heiskala, 2015). Healthcare organisations are expected to take advantage of the latest technology and related knowledge development (Länsisalmi et al., 2006;Thakur et al., 2012) while complying with regulatory and cost constraints (Duarte et al., 2014). In Finland, additional challenges are due by uneven social, regional and economic development, and financial resources not growing at the same pace as the need for the services (Aro and Heiskala, 2015). ...
... The importance of innovations as a success factor in both private and public organisations has been repeatedly demonstrated in theory and in management practices (Masood and Afsar, 2017;Jończyk and Olszewska, 2016;Wang, 2015). Innovations are becoming a key factor in improving hospital services (Duarte et al., 2014;Labitzke et al., 2014;Dobrzykowski et al., 2015;Wu and Hsieh, 2015) as they help hospitals meet external and internal demands (Länsisalmi et al., 2006;Salge and Vera, 2009;Schultz et al., 2012) and identify creative new approaches (Duarte et al., 2014;Piening, 2011). However, innovation management is only implemented in a few hospitals (Labitzke et al., 2014). ...
... The importance of innovations as a success factor in both private and public organisations has been repeatedly demonstrated in theory and in management practices (Masood and Afsar, 2017;Jończyk and Olszewska, 2016;Wang, 2015). Innovations are becoming a key factor in improving hospital services (Duarte et al., 2014;Labitzke et al., 2014;Dobrzykowski et al., 2015;Wu and Hsieh, 2015) as they help hospitals meet external and internal demands (Länsisalmi et al., 2006;Salge and Vera, 2009;Schultz et al., 2012) and identify creative new approaches (Duarte et al., 2014;Piening, 2011). However, innovation management is only implemented in a few hospitals (Labitzke et al., 2014). ...
... Perceptions of inclusion have been linked to increased trust among organizational members (Downey, Werff, Thomas, & Plaut, 2015), which in turn has been linked to an increased willingness of organizational members to share and collaborate on new ideas, a critical component of innovation (H. S. Lee & Hong, 2014;Sankowska, 2013). Innovation in nonprofit health care organizations is critical to improving quality of care because it fosters the development of new ideas relevant to patient care (e.g., new methods or solutions to problems, diagnostic testing, and organizational procedures or processes) that can lead to improved quality of services (Duarte, Goodson, & Dougherty, 2014;Page, 2014). When employees feel valued and appreciated for who they are and that they are important members of the organization (a climate for inclusion; Mor Barak et al., 2016), they may be more willing to speak up and share ideas with one another (a climate for innovation; Anderson & West, 1998). ...
... A vast amount of research has demonstrated the connection between leadership and innovation and improved quality and effectiveness of human services (Apekey, McSorely, Tilling, & Siriwardena, 2011;Cazzaniga & Fischer, 2015;Duarte et al., 2014;Kajamaa, 2015;Labitzke, 2015); however, more research is needed to explore how nonprofit leadership can increase innovation and ultimately improve quality of care (Apekey et al., 2011;Cazzaniga & Fischer, 2015;Dixon-Woods, McNicol, & Martin, 2012;Kajamaa, 2015;Labitzke, 2015). More specifically, a leader's ability to actively engage all members of the organization in decision making may be crucial to fostering an inclusive environment that leads to increased innovation, which may then improve job satisfaction and the quality and effectiveness of nonprofit services. ...
... In addition to fostering inclusion, leader engagement behaviors may also encourage innovation. Evidence has supported leadership (Apekey et al., 2011;Dixon-Woods et al., 2012) and innovation (Cazzaniga & Fischer, 2015;Duarte et al., 2014) as essential elements in the development and maintenance of high-quality care and suggests that leadership can directly influence staff innovation (Aarons & Sommerfeld, 2012;Chen, Farh, Campbell-Bush, Wu, & Wu, 2013). A leader's ability to encourage organizational members to share perspectives and seek out new ways of solving problems has been linked to increased innovation in nonprofit organizational contexts (Aarons & Sommerfeld, 2012;Weng, Huang, Chen, & Chang, 2015). ...
Nonprofit leaders and managers are recognizing the benefits of creating inclusive organizations in which everyone feels valued and appreciated, yet little is known about how leaders can foster workplace inclusion. This study examined the relationships among leader engagement, inclusion, innovation, job satisfaction, and perceived quality of care in a diverse nonprofit health care organization. Data were collected at three points in 6-month intervals from a U.S. nonprofit hospital. Multilevel path analysis indicated significant direct associations between leader engagement, inclusion, and innovation. Innovation was directly linked to improved job satisfaction and perceived quality of care. Significant indirect effects were found from leader engagement to increased job satisfaction and perceived quality of care through increased climates for inclusion and innovation. Findings suggest that nonprofit leaders who engage others in critical organizational processes can help foster an inclusive climate that leads to increased innovation, employee job satisfaction, and perceived quality of care.
... When organizational members trust one another and feel valued for their unique perspectives, they may be more willing to take risks with one another and share innovative ideas on how to improve quality of care. For example, when organizational members feel comfortable sharing information with other employees, this may lead to improved care through identifying new ways of solving problems (Blank & Naveh, 2014), improved methods for diagnostic testing, and more efficient organizational processes and procedures (Duarte, Goodson, & Dougherty, 2014;Page, 2014). Ultimately, when inclusion and innovation work together, they may create an ideal environment for improving quality of care. ...
... Innovation and quality improvement have become key strategies for HSOs striving to maintain a competitive advantage (Bourke & Roper, 2017). Human service innovation, such as health care innovation, is particularly important because it fosters the development of new ideas relevant to patient care, such as new approaches to solving problems, diagnostic testing, and workplace procedures and processes that may lead to improved quality of care and ultimately the ability to save people's lives (Duarte et al., 2014;Page, 2014). Blank and Naveh (2014) found that when employees engage in frequent interaction and idea sharing, critical to innovation climate, quality performance improves. ...
... Innovations, such as incorporating new ideas, technologies, or techniques have been crucial to improving quality of care, particularly for specialized and complex care (Witiw, Nathan, & Bernstein, 2015). Ultimately, when employees feel comfortable speaking up and sharing their ideas (an innovation climate), the opportunity for improving human services, such as health care services, increase (quality of care; Blank & Naveh, 2014;Duarte et al., 2014;Page, 2014) Hypothesis 7: Climate for innovation is positively associated with perceived quality of care. ...
With increases in workforce diversity, human service leaders are recognizing the need to create inclusive workplaces. Yet little research exists about the influence of inclusion on innovation, job satisfaction, and perceived quality of care. Using a sample of 213 participants within 21 departmental units (10 employees on average) in a diverse human service organization, the authors performed multilevel path analysis. Results suggested significant relationships between inclusion and quality of care through increased innovation and job satisfaction. Findings indicate that to improve quality of care, leaders must strive to promote a climate of inclusion in human service organizations.
... The findings revealed that Baldrige winners exhibited a higher level of engagement in strategic planning for innovation. They actively pursued innovation initiatives, set clear goals, executed action plans more effectively, and sought greater stakeholder involvement [15]. ...
... The study by Duarte et al. demonstrated that some Baldrige winners demonstrated their commitment to innovation by setting specific goals and developing action plans to achieve them. The study revealed that 100% of the Baldrige winners had a dedicated strategic plan for innovation [15]. This emphasizes the vital role of innovation in driving organizational success and highlights its integration into strategic planning. ...
The strategic planning model is extensively explored and researched within healthcare operations. Researchers have outlined specific criteria for this process, which are published and widely studied. The Baldrige model and Jeff Harrison's model each provide their own set of criteria, outlining the essential elements required to develop and implement a robust strategic plan. To gain a comprehensive understanding of this topic, a thorough analysis of both models was conducted to identify consistencies and variations. Upon comparing the two models, several similarities and differences emerged. Both models emphasize the significance of stakeholder involvement, consideration of external organizational competition, the role of transformational leadership, fostering diversity in the workplace, and utilizing SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis as integral components of an effective strategic plan. However, distinctions arise in areas such as external and internal analysis, leadership styles, and the steps involved in the SWOT analysis. Harrison identifies two leadership styles, transformational and transitional, whereas Baldrige focuses solely on transformational leadership. Baldrige also emphasizes external factor analysis, while Harrison highlights the importance of conducting internal and external analyses to determine where a SWOT analysis is needed within the organization. Furthermore, Harrison's model presents a more elaborate approach to the SWOT analysis by incorporating force field analysis, which differs from Baldrige's approach. Although disparities exist between the two strategic planning models, they share similarities in their criteria and objectives.
... There is close interaction between leadership and organization culture and senior leadership would be vital for integrating innovations like LaQshya into an organization's vision and operations [54]. They provide direction, allocate resources, manage processes including hospital staff capacities, and cultivate a performancedriven environment for high performance in quality initiatives [61]. ...
Background
Poor intrapartum care in India contributes to high maternal and newborn mortality. India’s Labor Room Quality Improvement Initiative (LaQshya) launched in 2017, aims to improve intrapartum care by minimizing complications, enforcing protocols, and promoting respectful maternity care (RMC). However, limited studies pose a challenge to fully examine its potential to assess quality of maternal and newborn care. This study aims to bridge this knowledge gap and reviews LaQshya’s ability to assess maternal and newborn care quality. Findings will guide modifications for enhancing LaQshya’s effectiveness.
Methods
We reviewed LaQshya’s ability to assess the quality of care through a two-step approach: a comprehensive descriptive analysis using document reviews to highlight program attributes, enablers, and challenges affecting LaQshya’s quality assessment capability, and a comparison of its measurement parameters with the 352 quality measures outlined in the WHO Standards for Maternal and Newborn Care. Comparing LaQshya with WHO standards offers insights into how its measurement criteria align with global standards for assessing maternity and newborn care quality.
Results
LaQshya utilizes several proven catalysts to enhance and measure quality- institutional structures, empirical measures, external validation, certification, and performance incentives for high-quality care. The program also embodies contemporary methods like quality circles, rapid improvement cycles, ongoing facility training, and plan-do-check, and act (PDCA) strategies for sustained quality enhancement. Key drivers of LaQshya’s assessment are- leadership, staff mentoring, digital infrastructure and stakeholder engagement from certified facilities. However, governance issues, understaffing, unclear directives, competency gaps, staff reluctance towards new quality improvement approaches inhibit the program, and its capacity to enhance quality of care. LaQshya addresses 76% of WHO’s 352 quality measures for maternal and newborn care but lacks comprehensive assessment of crucial elements: harmful labor practices, mistreatment of mothers or newborns, childbirth support, and effective clinical leadership and supervision.
Conclusion
LaQshya is a powerful model for evaluating quality of care, surpassing other global assessment tools. To achieve its maximum potential, we suggest strengthening district governance structures and offering tailored training programs for RMC and other new quality processes. Furthermore, expanding its quality measurement metrics to effectively assess provider accountability, patient outcomes, rights, staff supervision, and health facility leadership will increase its ability to assess quality improvements.
... Hospital management is promoting innovative work behaviors among nursing staff to improve patient care, treatment response time, communication, coordination, patient retention, referral rates, and overall medical care quality. The need for ongoing innovation in hospitals is essential for the overall benefit of patients and the nursing community, as highlighted by Duarte, Goodson, & Dougherty (2014) and Piening (2011). Hospitals, as the focus of this study, can benefit from creative staff, as their performance has wide-ranging social and economic impacts. ...
... This corroborates earlier findings from the literature that explicit and clear values enabled organisations to gain support (Duarte et al., 2014) and improve the compatibility of the innovation with existing practices (Baker et al., 2018;Urquhart et al., 2014). Nonetheless, clarity of a model's values 'upfront' is not sufficient, per se. ...
Innovating has always been an integral aspect of health and care as it impacts the ability to deliver and improve services for increasingly complex needs. Yet, health and care innovations often fail to spread or are slow in uptake. In this chapter, we focus on the role of values in implementing and sustaining innovation in healthcare settings. We argue that the alignment or mismatch of values has significant implications for the uptake and diffusion of innovations. Using data from two case studies of social care innovations we show that the mechanisms that underpin values alignment as well as the actors involved change as innovations evolve.
... Innovation can be tied into specific performance goals or KPIs that are assessed annually, as opposed to monthly, like most of 57357's KPIs. Providing annual bonuses for meeting standards for innovation and creativity promotes the long-term pursuit of innovation (Duarte et al., 2014). ...
Hospital 57357 is the foremost pediatric oncology hospital in Egypt and provides treatment free of charge to children with cancer. Since its establishment in 2007, the hospital has grown to a capacity of 380 patient beds across three locations. Its quest for continuous improvement led to the development of a new performance management system emphasizing the tracking and measurement of a multitude of Key Performance Indicators across all departments. While this new system enables objective and perpetual monitoring of key patient care metrics, its integration into the existing structure introduces challenges that must be addressed. To analyze the external environment of Egypt’s healthcare industry and the hospital’s position in the market, a PESTEL analysis, Porter’s Five Forces analysis, and VRIO analysis were conducted. These analyses inform recommendations for addressing the current challenges faced by the organization. Proposed recommendations include improving physician documentation efficiency, increasing transparency and communication, and creating a recognition system for subjective achievements. Keywords: pediatric oncology, healthcare industry, Egypt, performance management system
... As a result of this trust, employees are encouraged to generate and share novel ideas, as an inherent feature of innovation (Anderson & West, 1998;Dovey, 2009;Sankowska, 2013). In essence, innovation in nonprofit health care systems may foster even better results that is, improved quality of patient's healthcare (Duarte, Goodson, & Dougherty, 2014). When healthcare professionals feel that they are being heard and valued, this realization fosters their innovative behaviors (Mor Barak et al., 2016). ...
The value of creative differentiation reduces the risk of operational inefficiencies and service breakdowns. The core purpose of the research is to identify antecedents, which are impacting and enhancing creative performance of public healthcare officials in Pakistan. The exigent urgency to ensure creative performance of healthcare officials is complicated due to the government's neglected attention and reduced spending toward public healthcare. The study offers empirical evidence of 331 public healthcare officials to unveil the positive mediation effect of innovation climate on the relationship between inclusive climate and health official's creative performance in Pakistan. Moreover, theoretical and practical implications are also discussed.
... Innovation involves the adoption of an idea, process, technology, product, or business model that is either new or new to its proposed application. Organizational innovation is a multi step process that involves development and knowledge sharing, a decision to implement, implementation, evaluation, and learning (Duarte et al, 2014). ...
Bilgi, İnsan Kaynakları Ve Ekonomik İklimin İnovasyon Üzerine Olan Etkisinin Araştırılması
Turkish Abstract: Bu çalışmanın amacı bilgi ekonomilerinde rekabet gücü oluşturulması perspektifinde inovasyon kavramının dünya genelinde analiz edilmesi amaçlanmaktadır. İçsel düzeyde olan eğitim ve insan kaynaklarının inovasyona olan etkisi ve dışsal düzeyde ekonomik teşviklerin inovasyona olan etkisi incelenmektedir. İnovasyonun bir bütün halinde bilgi ve dış faktörler ile olan etkilerinin incelenmesi ve ülkeler arasında yapısal farklılıkların ortaya konulması hedeflenmektedir.
(Research Proposal)
English Abstract: Innovation has been become an essential part of the economies after 1990s. The companies which want to lead to markets need to concentrate on its R&D development activities. Hence human capital and economic environment are crucial for companies to gain market and competitive advantage. The aim of establishing competitiveness in the knowledge economy in the world of work is intended to analyze the concept of innovation perspective.
... While generating novel ideas is important, ideas that cannot be implemented are of little use to the organization. As with the importance of creative problem-solving skills, the proper implementation of an innovative process depends on the leaders' ability to identify opportunities, align organizational resources, and get buy-in for the implementation of the new product or process (Bassett & Shandas, 2010;Duarte, Goodson, & Dougherty, 2014;Stenmark, Shipman, & Mumford, 2011). ...
Leadership and creativity are broad, complex domains. Creativity in the leadership domain is often examined in terms of how the leaders influence the creativity of their subordinates, but there is less focus on how the leaders are creative themselves. This chapter examines a range of individual differences, managerial decision making, and organizational factors that could influence a leader's creativity. Individual differences such as person ality traits, emotional intelligence, creative cognitions, and expertise could be important factors that influence the leader's creativity. Further, we integrate research on decision-making styles and information processing to further explore potential influences on leader creativity. Although the individual differences and managerial decision-making factors are impor tant, leadership and creativity in an organization do not happen without the influence of environmental factors. We explore how resources, organiza tional strategy, and differing levels of leadership (e.g., the leader-follower dynamics) influence leader creativity. By combining multiple research lines, we hope to offer a more robust examination of a perceived scarcity of research into how leaders can be creative.
Objectives: Under the guidance of the job demands‐resources (JD‐R) model, this study is aimed at exploring the relationship between job challenge, presenteeism, end‐user computing satisfaction, and innovative work behaviour by establishing a chain mediation model.
Methods: We invited 617 healthcare workers from China to participate in the survey during 2020. We obtained 566 valid data by sifting out invalid data and used SPSS 26.0 and Amos 21.0 for correlation analysis and structural equation model testing to test the chained mediation model.
Results: The results show that presenteeism partially mediates job challenge and innovative work behaviour. The end‐user computing satisfaction of the information system and the presenteeism of the medical staff play a chain mediating role between job challenge and innovative work behaviour.
Conclusions: This study provides policy suggestions and theoretical guidance for promoting innovative work behaviours of medical staff, improving medical service levels, and improving medical information systems reasonably and efficiently.
Performance is the most important aspect of hospital operations. Bed Occupancy Rate (BOR) shows the productivity of using inpatient beds and can also show the performance of the hospital staff. The BOR rate in the inpatient unit of RS X in 2020-2022 was below the ideal rate of 60-85%. This study aims to measure the performance of the inpatient unit of RS X based on the seven Malcolm Baldrige criteria. This type of research is descriptive research with a cross-sectional approach. The population in this research is all nurses of the inpatient unit of X Hospital which amounted to 201 people. The sample was taken using simple random sampling method and calculated the proportion of each room with a sample size of 138 people. Data were collected using a questionnaire consisting of 49 statements. The results of the study obtained a percentage of achievement based on the Malcolm Baldrige score on leadership criteria of 85.25%, strategic planning criteria of 84.0%, customer focus criteria of 86.94%, PAMP criteria of 82.89%, human resource focus criteria of 84.94%, operational focus criteria of 85.88%, and results criteria of 83.58%. Overall performance achievements based on the seven Malcolm Baldrige criteria are in the excellent level 2 category, except for the measurement, analysis, and knowledge management criteria which are in the excellent level 1 category. So, efforts still need to be made to improve performance in the inpatient unit, especially in the measurement, analysis, and knowledge management categories.
RSU Bhakti Husada adalah salah satu rumah sakit yang terdapat di Banyuwangi dan sudah akreditasi paripurna sejak tahun 2016 dan bisa mempertahankan predikat akreditasi paripurna pada tahun 2019 saat dilakukan survey ulang oleh KARS (Komisi Akreditasi Rumah sakit). Namun, meskipun mendapatkan predikat terakreditasi paripurna, kinerja Operasional RSU Bhakti Husada tidak mengalami perbaikan dan belum mencapai Rencana Kerja Anggaran perusahaan (RKAP) yang sudah ditetapkan oleh perusahaan. MBCfPE menggunakan 7 kriteria penilaian yang menurut beberapa pengamat dinilai lebih menyempurnakan metode-metode manajamen yang lainnya. Ketujuh kriteria tersebut adalah kepemimpinan, perencanaan strategis, fokus kepada pelanggan dan pasar, ukuran analisa manajemen pengetahuan, fokus kepada tenaga kerja, fokus kepada operasi dan hasil bisnis.Adapun tujuan umum dari penyusunan tesis ini adalah Menganalisis kinerja FKTL terakreditasi paripurna dengan pendekatan Malcolm Baldrige Criteria for Performance Excellence. Penelitian dilaksanakan di RSU Bhakti Husada Krikilan Banyuwangi tahun 2021 menggunakan metode penelitian kombinasi, dengan model sequential explanatory design. Model ini dicirikan dengan pengumpulan dan analisis data kuantitatif pada tahap pertama, dan diikuti dengan pengumpulan dan analisis data kualitatif pada tahap kedua. Variable penelitian terdiri kepemimpinan, perencanaan strategis, fokus kepada pelanggan dan pasar, ukuran analisa manajemen pengetahuan, fokus kepada tenaga kerja, fokus kepada operasi dan hasil bisnis. Etical clearance diperoleh dari Fakultas Kedokteran Gigi Universitas Jember. Hasil penelitian dengan menggunakan pendekatan Malcolm Baldrige Criteria for Performance Excellence diketahui bahwa jumlah skor 518 predikat average dan termasuk dalam kategori good performance (451-550). Good Performance berarti RSU Bhakti Husada Jember berada dalam posisi layanan sesuai standar kesehatan. Secara umum kinerja RSU Bhakti Husada Banyuwangi sudah cukup baik walaupun masih terdapat kesenjangan antara realitas dengan harapan. Beberapa kategori juga masih terlihat kesenjangan yang cukup tinggi yaitu pada sub kategori pelanggan (46,2%) dan operasional (46,8%).
Purpose
This paper aims to analyze the contribution of the diffusion of innovation framework to eco-sustainability. It examines the interplay of organizational environment, innovation and innovation adopters’ characteristics on the diffusion of environmental sustainability.
Design/methodology/approach
The data for empirical validation were obtained through an offline survey from the hospitals. The proposed conceptual framework was tested using the hierarchical regression analysis technique.
Findings
The results show that diffusion of innovation characteristics and organizational environment significantly influence the environmental sustainability index. The adopters’ characteristics do not have any direct effect on the environmental sustainability but this effect becomes significant in the presence of a favorable organizational environment.
Practical implications
Focusing on innovations that offer an advantage over the existing processes, are compatible with the existing system, are uncomplicated and simple to implement and can be experimented before full implementation may greatly accelerate the adoption of eco-innovations in hospitals. Fostering an organizational environment where employees are encouraged and rewarded for contributing to sustainable innovations can play a substantial role in the implementation of environmental sustainability innovations.
Originality/value
This study is an original contribution as it advances the limited understanding of the predictors and moderators of environmental sustainability in hospitals.
Many organizations measure and assess organizational perfor-mance as a strategy to improve competitiveness globally, the Mal-colm Baldrige National Quality Award (MBNQA) is a prestigious award regarding quality management created in the USA. This pa-per reviews 50 journals on MBNQA from various countries and found that about 48% of researchers use the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) approach to measure organizational performance. We also compare MBNQA with other quality awards such as the European Foundation for Quality Management (EFQM) and the Deming Prize to illustrate what criteria we can use in improving Business Excellent Models (BEM). In the future, we will combine this TQM with the development
of the Industrial 4.0 era to get a new model for assessing organizational.
Background:
Large health organizations often struggle to build complex health information technology (HIT) solutions and are faced with ever-growing pressure to continuously innovate their information systems. Limited research has been conducted that explores the relationship between organizations’ innovative capabilities and HIT quality in the sense of achieving high-quality support for patient care processes.
Objective:
The aim of this study is to explain how core constructs of organizational innovation capabilities are linked to HIT quality based on a conceptual sociotechnical model on innovation and quality of HIT, called the IQHIT model, to help determine how better information provision in health organizations can be achieved.
Methods:
We designed a survey to assess various domains of HIT quality, innovation capabilities of health organizations, and context variables and administered it to hospital chief information officers across Austria, Germany, and Switzerland. Data from 232 hospitals were used to empirically fit the model using partial least squares structural equation modeling to reveal associations and mediating and moderating effects.
Results:
The resulting empirical IQHIT model reveals several associations between the analyzed constructs, which can be summarized in 2 main insights. First, it illustrates the linkage between the constructs measuring HIT quality by showing that the professionalism of information management explains the degree of HIT workflow support (R²=0.56), which in turn explains the perceived HIT quality (R²=0.53). Second, the model shows that HIT quality was positively influenced by innovation capabilities related to the top management team, the information technology department, and the organization at large. The assessment of the model’s statistical quality criteria indicated valid model specifications, including sufficient convergent and discriminant validity for measuring the latent constructs that underlie the measures of HIT quality and innovation capabilities.
Conclusions:
The proposed sociotechnical IQHIT model points to the key role of professional information management for HIT workflow support in patient care and perceived HIT quality from the viewpoint of hospital chief information officers. Furthermore, it highlights that organizational innovation capabilities, particularly with respect to the top management team, facilitate HIT quality and suggests that health organizations establish this link by applying professional information management practices. The model may serve to stimulate further scientific work in the field of HIT adoption and diffusion and to provide practical guidance to managers, policy makers, and educators on how to achieve better patient care using HIT.
Baldrige is a system-wide approach for improvement to be used as circumstances dictate. There is a need to understand how hospitals earning Malcolm Baldrige National Quality Awards – Health Care (MBNQA – HC) assure high quality performance. Examine the dynamic capabilities of MBNQA – HC winning hospitals though the theoretical lens of stakeholder theory and dynamic capabilities. Stakeholder theory calls attention to the synergistic potential for value creation across a firm’s stakeholder groups. Dynamic capabilities consist of processes and activities aimed at identifying opportunities (sensing), mobilizing resources (seizing), and making necessary changes for value creation (transforming). Our data are provided by the MBNQA – HC applications of 10 hospitals judged to have earned the awards for the years 2010–2016. As a primary methodology for performing qualitative analysis, thematic analysis of the applications was our analytic method. 66 sensing activities, 29 seizing activities, and 57 transformations were identified. Sensing and seizing spanned stakeholder groups including customers, competitors, community, and industry. Organization cultures promote system–wide engagement by empowered internal stakeholders, leading to superior performance. Relying on a supportive system-wide culture that empowers internal stakeholders, MBNQA – HC winners engage in numerous sensing, seizing, and transforming activities. These ongoing activities are commonalities of top performing hospitals.
The present study aimed at investigating the relationship between Leader-Member Exchange and Innovative Work Behavior in Pakistani nursing sector. Additionally, the study examined the relationship between Leader-Member Exchange as an independent variable and dependent variable Innovative Work Behavior moreover it has examined the impact of Leader-Member Exchange and Innovative Work Behavior further this explored mediating role of Perceived Organization Support between Leader-Member Exchange and Innovative Work Behavior. The main study was conducted through systematic randomly selected sample of 400 nurses of ages between 24 and 60 belonging to public and private sector hospitals at Lahore. Survey method was used to collect data. Correlation analysis exposed the significance and strength of relationships between variables i.e. Innovative Behaviour, Perceived Organizational Support (POS) and Leader-Member Exchange (LMX). Moreover, regression analysis was performed for direct relationships. Baron and Kenny (1986) method are used for mediation analysis. The results showed that Perceived Organizational Support (POS) partially mediate between Leader-Member Exchange (LMX) and Innovative Behaviour. The LMX and POS, POS and IWB and LMX and IWB have significant relation which are 0.569(0.000),0.232(0.000) and 0.521(0.000).
Contemporary healthcare managers are increasingly facing the pressure to adopt electronic solutions to support efficiencies and improved patient outcomes in the delivery of healthcare. They should however be more conscious and intentional about exploring how the implementation of these technologies and associated approaches affect the staff that use them. The thrust of this paper is to present Research-Based Management (RBMgt) as an approach to Evidence-Based Management (EBMgt) that is integral to decision-making in contemporary healthcare management. The paper explores the risk of professional isolation in the implementation of the concept of ‘mobile working’ in community nursing through qualitative research methodology. The findings of the research highlight that while mobile working is increasingly becoming widespread in healthcare delivery, there is a need for managers and leaders to be cautious and consider the potential correlation between mobile working and professional isolation for healthcare professionals.
This chapter reviews some aspects of creativity that are common to many artistic domains and particularly aspects that are distinctive about photography (e.g., the violence/entrapment metaphor, the role of timing and light, the issue of whether photography is merely a reproduction of reality with minimal creativity). Although photographers typically do not concern themselves with definitions of creativity, many have offered suggestions on how to judge photographic creativity which aids the measurement process. In this chapter we cover creativity in photography based on three different perspectives: (1) creative photographs, (2) expertise in creative photography, and (3) creative personality as studied through photographic autoportraits and photo essays. Consistent with the expansion of the literature, the rapid growth of digital technology suggests that this domain of creativity is entering its golden age.
This article concurrently studies customer relationship management (CRM) and organizational excellence (OE) by pursuing three goals. First, it investigates the relationship between CRM and OE; second, it conducts a performance assessment from CRM and OE viewpoints; and third, it analyzes how each factor of CRM and each criterion of OE affects an organization's performance. To achieve the first goal, a number of hypotheses about potential relationships between CRM factors and OE criteria are proposed with the cooperation of experts and using fuzzy DEMATEL. These hypotheses are then examined using the path analysis method to find out which one is supported and which one must be rejected. Subsequently, the data envelopment analysis (DEA) approach is employed to accomplish the second goal. Finally, a t-test is used to achieve the third goal. To implement the research in the real world, two major international airports of Iran are considered as our survey cases.
Population aging, rapidly increasing costs of healthcare and the growing burden of chronic disease are challenges to health systems worldwide. To meet these challenges will require new approaches to healthcare delivery and comprehensive population health management. Within the context of healthcare reform initiatives, important innovations in delivery system organization in the United States are discussed. The innovations focused on are the Patient-Centered Medical Home (PCMH), the Accountable Care Organization (ACO) and the Population Health Management System (PHMS) combined with new payment arrangements that reward for health outcomes achieved rather than paying a fee for each service rendered. For each of these innovations, the evidence on its performance, the challenges involved, and the factors that might promote greater adoption and diffusion of successful models are reviewed. Finally, the role played by a country's political system and its associated culture, structural barriers, size and resources, incentive alignment, and leadership are discussed.
The present study aims to validate the current best-practice model of implementation effectiveness in small and mid-size businesses. Data from 135 organizations largely confirm the original model across various types of innovation. In addition, we extended this work by highlighting the importance of human resources in implementation effectiveness and the consequences of innovation effectiveness on future adoption attitudes. We found that the availability of skilled employees was positively related to implementation effectiveness. Furthermore, organizations that perceived a high level of benefits from implemented innovations were likely to have a positive attitude towards future innovation adoption. The implications of our improvements to the original model of implementation effectiveness are discussed.
There is no single intervention that will trigger or ensure innovation in health care, as the interaction between the innovation and the context of its introduction is necessarily complex and variable. Although academic attention has recently turned to the role of organizations in promoting and embedding innovation, this literature remains light on prescription, and tends to ignore the issue of substitution and disengagement. Innovation needs to be adapted as well as adopted into organizational contexts and receptive climates for innovation can only be developed incrementally over time. This paper identifies recommendations for increasing the readiness of health-care organizations for innovation. Key organizational strategies for embedding innovation include: development of incentives; sophisticated knowledge management; interfunctional and interorganizational coordination and collaboration; and development of an innovation infrastructure. More attention is required to substitution and disengagement of interventions and practices (exnovation) in the current economic climate.
Five healthcare systems that have either won the Malcolm Baldrige National Quality Award in Health Care or been documented in extensive case studies share a common model of management: they all emphasize a broadly accepted mission; measured performance; continuous quality improvement; and responsiveness to the needs of patients, physicians, employees, and community stakeholders. This approach produces results that are substantially and uniformly better than average, across a wide variety of acute care settings. As customers, courts, and accrediting and payment agencies recognize this management approach, we argue that it will become the standard for all hospitals to achieve. This article examines documented cases of excellent hospitals, using the reports of three winners of the Baldrige National Quality Award in Health Care and published studies of other institutions with exceptional records.
Historical Background Variability The Four Pillars of Wisdom (from Shewhart to Deming) Zero-Defect Tolerance Why Standards? The Controlled Process ISO Guidelines 9004 Quality Management System (QMS) Requirements
Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll showï¾ what works, what doesn't, and how to useï¾ management tools to dramatically increase the payoff fromï¾ innovation investments.ï¾ Learn how to define the right strategy effective innovation; how to structureï¾ an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization.
Innovation remains an understudied resource within health care. Furthermore, the goals of US health care reform make innovation vitally important, while the time and resource limitations characteristic of health care make new strategies for innovation both necessary and potentially highly meaningful. The purpose of this study was to examine strategies for innovation in various industries and draw lessons for improving innovation in health care. This qualitative study began with literature research that provided a framework for discussion and identified a recurrent challenge in innovation: balancing the freedom to be creative with the need for structured management of ideas. Researchers then identified leading innovative companies and conducted phone interviews with innovation officers and other experts about their strategies for addressing the major innovation challenge. This article breaks out innovation strategies into 6 categories (dedicated times, formal teams, outside ideas, idea-sharing platforms, company/job goals, and incentives) and evaluates them for levels of control, yield, and pervasiveness. Based on this analysis, recommendations are offered for improving innovation in health care, calling for employee time allocated to innovation, dedicated innovation teams, and the incorporation of outside ideas.
This exploratory study investigated leader behaviors related to perceived leader support, encompassing both instrumental and socioemotional support. The study first established that leader support, proposed to be a key feature of the work environment for creativity, was positively related to the peer-rated creativity of subordinates working on creative projects in seven different companies. Then, to identify the specific leader behaviors that might give rise to perceived support, two qualitative analyses were conducted on daily diary narratives written by these subordinates. The first, which focused on specific leader behaviors that had significantly predicted leader support in a preliminary quantitative analysis, illuminated both effective and ineffective forms of leader behavior. In addition, it revealed not only subordinate perceptual reactions to this behavior (their perceptions of leader support), but affective reactions as well. The second qualitative analysis focused on the behavior of two extreme team leaders in context over time, revealing both positive and negative spirals of leader behavior, subordinate reactions, and subordinate creativity.
Today, integration of the public in research and development in health care is seen as essential for the advancement of innovation. This is a paradigmatic shift away from the traditional assumption that solely health care professionals are able to devise, develop, and disseminate novel concepts and solutions in health care. The present study builds on research in the field of open innovation to investigate the adoption of an open health platform by patients, care givers, physicians, family members, and the interested public. Results suggest that open innovation practices in health care lead to interesting innovation outcomes and are well accepted by participants. During the first three months, 803 participants of the open health platform submitted challenges and solutions and intensively communicated by exchanging 1454 personal messages and 366 comments. Analysis of communication content shows that empathic support and exchange of information are important elements of communication on the platform. The study presents first evidence for the suitability of open innovation practices to integrate the general public in health care research in order to foster both innovation outcomes and empathic support.
To help promote innovation in health care, nursing and finance leaders can: Begin by asking the "why" and "why not" questions. Earmark dollars for experimental care models. Advocate for eliminating legal and regulatory barriers that prevent innovation.
Change and innovation in health services delivery. Acad of Health Care Manag
- B J Healey
- K W Kuehn
Healey BJ, Kuehn KW. Change and innovation in health services delivery. Acad of Health Care Manag J 2011;7(2):103–7.
AMA/HRI Quest for Innovation Study 2006 [document on the internet]
- American Management
American Management Association. AMA/HRI Quest for Innovation Study 2006 [document on the internet]. 2006 [cited 2013 April 6]. Available from: http://www.amanet.org/hri_innovation.pdf
Strategic man-agement of healthcare organizations
- Duncan Le Wj Swayne
- Ginter
- Pm
Swayne LE, Duncan WJ, Ginter PM. Strategic man-agement of healthcare organizations. 6th ed. San Francisco, CA: Jossey-Bass; 2009.
- Sawang S
Baldrige application summary
- Ssm Healthcare
Baldrige Application Summary
- Bronson Methodist
- Hospital
Baldrige application summary
- North Mississippi Medical Center
Baldrige application summary
- Heartland Health
History of medical firsts
- Sharp Health Care
SSM Cardinal Glennon performs first feat
- Ssm Healthcare
Bronson physician recognized by Health Imaging & IT Magazine
- Bronson Methodist
- Hospital
Baldrige application summary
- Henry Ford Health Systems
Strategic management of healthcare organizations
- L E Swayne
- W J Duncan
- P M Ginter
Baldrige application summary
- Atlanticare