| "The innovation process is often reactive and innovation opportunities arise from the identification of problems or constraints" |
"Hospitals need to arouse to realize opportunities for innovation" |
Teece et al. (1997Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.); Souza et al. (2014Souza, L. L. C. D., Holanda, R. R., Sousa, S. P., & Costa, E. V. (2014). Estratégias de inovação e crescimento sustentadas por práticas da gestão do conhecimento. Navus - Revista de Gestão e Tecnologia, 3(2), 89-104.). |
1 Arouse |
| "Hospitals do not have a structured method to identify opportunities or needs for innovation and employees do not feel they participate in the innovation process." |
"It is necessary to create an adequate environment to involve internal actors in the process of development and implementation of innovation" |
Souza et al. (2014Souza, L. L. C. D., Holanda, R. R., Sousa, S. P., & Costa, E. V. (2014). Estratégias de inovação e crescimento sustentadas por práticas da gestão do conhecimento. Navus - Revista de Gestão e Tecnologia, 3(2), 89-104.); Engle et al. (2016Engle, R. L, Lopez, E. R., Gormley, K. E., Chan, J. A., Charns, M. P., & Van, D. L. (2016). What roles do middle managers play in implementation of innovative practices? Health Care Management Review, 42(1), 14-27.); Tuti et al. (2016Tuti, T., Bitok, M., Paton, C., Makone, B., Malla, L., Muinga, N., Gathara, D., & English, M. (2016). Innovating to enhance clinical data management using non-commercial and open-source solutions across a multi-center network supporting inpatient pediatric care and research in Kenya. Journal of the American Medical Informatics Association, 23(1), 184-192.); Abuhejleh et al. (2016Abuhejleh, A., Dulaimi, M., & Ellahham, S. (2016). Using lean management to leverage innovation in healthcare projects: Case study of a public hospital in the UAE. BMJ Innovations, 2(1), 22-32. ) |
3 Reconfigure |
| "Managers are not adequately prepared to lead the innovation process and employees are not encouraged to innovate" |
"Hospitals must develop an institutional philosophy capable of encouraging staff to learn to innovate" |
Tidd, Bessant & Pavitt (2008Tidd, J., Bessant, J., Pavitt, K. (2008) Gestão da Inovação. 3ª Ed. Bookman. ); Birken et al. (2012Birken, S. A., Lee, S.-Y. D., & Weiner, B. J. (2012). Uncovering middle managers’ role in healthcare innovation implementation.Implementation Science, 7(1), 28.); Souza et al. (2014Souza, L. L. C. D., Holanda, R. R., Sousa, S. P., & Costa, E. V. (2014). Estratégias de inovação e crescimento sustentadas por práticas da gestão do conhecimento. Navus - Revista de Gestão e Tecnologia, 3(2), 89-104.); Engle et al. (2016Engle, R. L, Lopez, E. R., Gormley, K. E., Chan, J. A., Charns, M. P., & Van, D. L. (2016). What roles do middle managers play in implementation of innovative practices? Health Care Management Review, 42(1), 14-27.). |
2 Learn |
| “The environment is not suitable for the practice of innovation”. |
"Hospitals must create an internal environment that encourages the practice of innovation" |
Souza et al. (2014Souza, L. L. C. D., Holanda, R. R., Sousa, S. P., & Costa, E. V. (2014). Estratégias de inovação e crescimento sustentadas por práticas da gestão do conhecimento. Navus - Revista de Gestão e Tecnologia, 3(2), 89-104.); Soda et al. (2017Soda, G., Stea, D., & Pedersen, T. (2017). Network structure, collaborative context, and individual creativity. Journal of Management, 45(4).). |
3 Reconfigure |
| "There are no metrics or structured mechanisms at the institutional level to assess the result of implemented innovations" |
“A constant monitoring methodology must be defined to evaluate the indicators and monitor the results of the implemented innovations”. |
Ioan et al. (2012Ioan, B., Nestian, A. S., & Tiţă, S-M. (2012). Relevance of Key Performance Indicators (KPIs) in a Hospital Performance Management Model. Journal of Eastern Europe Research in Business & Economics, 2012, 674169. https://doi.org/10.5171/2012.674169
https://doi.org/10.5171/2012.674169...
); Si et al. (2017Si, S., You, X., Liu, H., & Huang, J. (2017). Identifying Key Performance Indicators for Holistic Hospital Management with a Modified DEMATEL Approach. International Journal of Environmental Research and Public Health, 14(8), 934. https://doi.org/10.3390/ijerph14080934
https://doi.org/10.3390/ijerph14080934...
); Luna et al. (2017Luna, A. J. H. O., Ribeiro, F. J., Maciel, T. M. M., Farias, I. H., Jr., & Moura, H. P. M. (2017). Uma abordagem para o gerenciamento estratégico ágil em saúde utilizando PES, OKR e MAnGve. Revista Eletrônica Estacio Recife. 3(2). ). |
5 Monitor |
| “There are flaws in the process of managing and preparing the team for the innovation process”. |
"It is necessary to involve mid-level managers in the process of implementing innovations" |
Helm and Graf (2018Helm, R., & Graf, Y. A. (2018). A capabilities-based service development process for industrial manufacturers. International Journal of Knowledge Management Studies, 9(1), 85-102.); Manca et al. (2018Manca, C., Grijalvo, M., Palacios, M., & Kaulio, M. (2018). Collaborative workplaces for innovation in service companies: Barriers and enablers for supporting new ways of working. Service Business, 12, 525-550. https://doi.org/10.1007/s11628-017-0359-0
https://doi.org/10.1007/s11628-017-0359-...
); Shamsuzzoha et al. (2017Shamsuzzoha, A., Al-Kindi, M., & Al-hinai, N. (2017). Open Innovation in Small and Medium Size Enterprises - Perspective from Virtual Collaboration. International Journal of Engineering and Technology Innovation, 8(3), 173-190.). |
4 Implementation |
| "Due to its complexity, the hospital environment often discourages the practice of innovation" |
"The hospital needs to create an ecosystem of innovation where the entire team can participate by presenting ideas, criticisms and suggestions" |
Souza et al. (2014Souza, L. L. C. D., Holanda, R. R., Sousa, S. P., & Costa, E. V. (2014). Estratégias de inovação e crescimento sustentadas por práticas da gestão do conhecimento. Navus - Revista de Gestão e Tecnologia, 3(2), 89-104.); Engle et al. (2016Engle, R. L, Lopez, E. R., Gormley, K. E., Chan, J. A., Charns, M. P., & Van, D. L. (2016). What roles do middle managers play in implementation of innovative practices? Health Care Management Review, 42(1), 14-27.); Soda et al. (2017Soda, G., Stea, D., & Pedersen, T. (2017). Network structure, collaborative context, and individual creativity. Journal of Management, 45(4).). |
3 Reconfigure |
| "Employees are resistant to change" |
"The hospital must implement innovations using the management-by-goal approach and exploring external partners" |
Manca et al. (2018Manca, C., Grijalvo, M., Palacios, M., & Kaulio, M. (2018). Collaborative workplaces for innovation in service companies: Barriers and enablers for supporting new ways of working. Service Business, 12, 525-550. https://doi.org/10.1007/s11628-017-0359-0
https://doi.org/10.1007/s11628-017-0359-...
); ISLAM, (2015); FOSSAS-OLALLA et al, (2015Fossas-Olalla, M., Minguela-Rata, B., López-Sánchez, J. I., & Fernández-Menéndez, J. (2015). Product innovation: When should suppliers begin to collaborate? Journal of Business Research, 68(7), 1404-1406. http://doi.org/10.1016/j.jbusres.2015.01.022
http://doi.org/10.1016/j.jbusres.2015.01...
); Rajkumar and Stentoft (2017Rajkumar, C., & Stentoft, J. (2017). Harnessing capabilities and practices for sourcing innovation: An exploratory study. Logistics Research, 10(1), 1-21. https://doi.org/10.23773/2017_10
https://doi.org/10.23773/2017_10...
). |
4 Implementation |
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Source:
Source: Prepared by the authors.
Source: Prepared by the authors.
Source: Prepared by the authors.
Source: Prepared by the authors.
Source: Prepared by the authors
Source: Prepared by the authors