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Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice

The need for organizational innovation as a means of improving health-care quality and containing costs is widely recognized, but while a growing body of research has improved knowledge of implementation, very little has considered the challenges involved in sustaining change – especially organizati...

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Detalles Bibliográficos
Autores principales: Martin, Graham P, Weaver, Simon, Currie, Graeme, Finn, Rachael, McDonald, Ruth
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Royal Society of Medicine Press 2012
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3667693/
https://www.ncbi.nlm.nih.gov/pubmed/23554445
http://dx.doi.org/10.1177/0951484812474246
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author Martin, Graham P
Weaver, Simon
Currie, Graeme
Finn, Rachael
McDonald, Ruth
author_facet Martin, Graham P
Weaver, Simon
Currie, Graeme
Finn, Rachael
McDonald, Ruth
author_sort Martin, Graham P
collection PubMed
description The need for organizational innovation as a means of improving health-care quality and containing costs is widely recognized, but while a growing body of research has improved knowledge of implementation, very little has considered the challenges involved in sustaining change – especially organizational change led ‘bottom-up’ by frontline clinicians. This study addresses this lacuna, taking a longitudinal, qualitative case-study approach to understanding the paths to sustainability of four organizational innovations. It highlights the importance of the interaction between organizational context, nature of the innovation and strategies deployed in achieving sustainability. It discusses how positional influence of service leads, complexity of innovation, networks of support, embedding in existing systems, and proactive responses to changing circumstances can interact to sustain change. In the absence of cast-iron evidence of effectiveness, wider notions of value may be successfully invoked to sustain innovation. Sustainability requires continuing effort through time, rather than representing a final state to be achieved. Our study offers new insights into the process of sustainability of organizational change, and elucidates the complement of strategies needed to make bottom-up change last in challenging contexts replete with competing priorities.
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spelling pubmed-36676932013-06-04 Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice Martin, Graham P Weaver, Simon Currie, Graeme Finn, Rachael McDonald, Ruth Health Serv Manage Res Primary Research The need for organizational innovation as a means of improving health-care quality and containing costs is widely recognized, but while a growing body of research has improved knowledge of implementation, very little has considered the challenges involved in sustaining change – especially organizational change led ‘bottom-up’ by frontline clinicians. This study addresses this lacuna, taking a longitudinal, qualitative case-study approach to understanding the paths to sustainability of four organizational innovations. It highlights the importance of the interaction between organizational context, nature of the innovation and strategies deployed in achieving sustainability. It discusses how positional influence of service leads, complexity of innovation, networks of support, embedding in existing systems, and proactive responses to changing circumstances can interact to sustain change. In the absence of cast-iron evidence of effectiveness, wider notions of value may be successfully invoked to sustain innovation. Sustainability requires continuing effort through time, rather than representing a final state to be achieved. Our study offers new insights into the process of sustainability of organizational change, and elucidates the complement of strategies needed to make bottom-up change last in challenging contexts replete with competing priorities. Royal Society of Medicine Press 2012-11 /pmc/articles/PMC3667693/ /pubmed/23554445 http://dx.doi.org/10.1177/0951484812474246 Text en © SAGE Publications Ltd, 2012 http://creativecommons.org/licenses/by/2.0/ This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.
spellingShingle Primary Research
Martin, Graham P
Weaver, Simon
Currie, Graeme
Finn, Rachael
McDonald, Ruth
Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice
title Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice
title_full Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice
title_fullStr Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice
title_full_unstemmed Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice
title_short Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice
title_sort innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice
topic Primary Research
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3667693/
https://www.ncbi.nlm.nih.gov/pubmed/23554445
http://dx.doi.org/10.1177/0951484812474246
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