Peculiarities of innovative management in the activities of international companies

The article considers the role of innovation management in the enterprise on the experience of foreign companies. The essence of innovation management, its tasks and functions are substantiated. Innovation management - is one of the areas of strategic management, carried out at the highest level of the organization. Its purpose is to determine the main directions of production and scientific and technical activities of the enterprise. This is primarily the development and implementation of new technology and products, modernization and improvement of products and technology, further development of production of traditional products and withdrawal from production of obsolete products. Innovation management is characterized by goal setting and strategy selection, as well as four stages of the cycle: planning, setting conditions and organization, implementation, leadership. The allocation of functions in innovation management is due to the diversity of management activities in the chain idea - research - development - design - production - implementation of innovations. Under the functions of management means the type of activity that is necessary for the implementation of the general objectives of innovation management. On the example of foreign companies: Whirlpool, General Electric, DuPon, Visa the results of the introduction of innovation management are shown. The practice of the leading companies of the developed countries of the world shows that their success is connected with the development of a holistic system of innovation management, which is in constant and continuous development in accordance with changes in both the organization and the external environment. These companies create such an innovative structure and management culture in which the directions of innovative development are integrated into general strategic plans related to the constant development of promising new products and the creation of new business areas. Innovation management creates a long-term advantage if it meets one or more of three conditions: innovation is based on a new principle that challenges the orthodoxy of management; system innovation, covering a number of processes and methods; and this is part of the current program of the invention, where progress is combined with the passage of time.

Good soldiers in implementation: validation of the Implementation Citizenship Behavior Scale and its relation to implementation leadership and intentions to use evidence-based practices

Background Implementation citizenship behavior (ICB) describes extra-role behaviors performed by employees to support evidence-based practice (EBP) implementation. Such behaviors can be measured using the Implementation Citizenship Behavior Scale (ICBS), which divides ICB into two dimensions, namely helping others and keeping informed. The current study extends the use of the ICBS to a context outside the USA and adds to the literature by investigating how leader-perceived ICB relates to practitioner-perceived implementation leadership and practitioners’ intentions to use EBPs. Methods Participants were 42 leaders and 152 practitioners in Norwegian mental health services implementing EBPs for post-traumatic stress disorder. Leaders rated each practitioner on ICB, and each practitioner rated their leader on implementation leadership and reported on their own intentions to use EBPs. The psychometric properties of the ICBS were assessed using confirmatory factor analysis and internal consistency reliabilities. The relationships between ICB, implementation leadership and intentions to use EBPs, were investigated through a series of bivariate correlation analyses and a path analysis of the total scales. Results The ICBS showed excellent psychometric properties. The hypothesized two-factor model provided an excellent fit to the data, and both subscales and the total scale were internally reliable. Leader-perceived ICB was positively and significantly correlated with both practitioner-perceived implementation leadership and practitioners’ intentions to use EBPs. Correlations with intentions to use EBPs were stronger for the subscale of keeping informed than for the subscale of helping others. Conclusions Results indicated that practitioners who rated their leader higher on implementation leadership received higher ICB ratings from their leader and reported higher intentions to use EBPs. The results provide evidence of a reciprocal social exchange relationship between leaders and practitioners during EBP implementation and a link to an important proximal implementation outcome (i.e., intentions to use EBPs). Results also suggest cultural differences in how ICB is perceived and relates to other phenomena. Scientific and practical implications are discussed. Trial registration Retrospectively registered in ClinicalTrials with ID NCT03719651.

Key Factors in Intervention Implementation, Fidelity, and Sustainability

As part of an NIA-supported effort to develop an online course to train individuals to lead the evidence-based Savvy Caregiver program and to orient sponsoring organizations to the program, we conducted semi-structured interviews to assess success and sustainability “best practices”. Interviews were conducted with 17 leaders and trainers from eleven Savvy-providing organizations. Analysis of these interviews identified two main themes associated with successful program implementation: leadership commitment and trainer ownership. Paramount to success appears to be leaders’ clear understanding of and enthusiastic commitment to the value of the Savvy program to the organization’s constituents. This translated to careful selection, training, management and on-going development of Savvy program trainers. It contributed to leaders’ appreciation of Savvy as a gateway for clients to seek out other programs and services from the organization, while the gathering of meaningful evaluation data (using established outcome-assessment instruments) contributed, in several cases, to garnering more lasting support to deliver the program. Organizations’ commitment to the program was demonstrated by securing the kinds of adequate and appropriate training, typically involving both instruction and modeling, for Savvy program leaders. These efforts fostered a sense of ownership among the leaders – the sense that the program had positive value for the caregivers served. These findings should be of interest both to scholars engaged in the development of interventions and for organizations implementing them. Taken together, the themes highlight several factors for program implementation that maximize the chances of maintaining fidelity to core program principles and ensuring its sustainability.

Leading the Charge in the Education Sector: Development and Validation of the School Implementation Leadership Scale (SILS)

BackgroundStrategic implementation leadership is a critical determinant of successful implementation, hypothesized to create a more supportive implementation climate conducive to the adoption and use of evidence-based practices. Implementation leadership behaviors may vary significantly across contexts, necessitating studies that examine the validity of established measurement tools in novel health service delivery sectors. The education sector is the most common site for delivering mental health services to children and adolescents in the United States, but research focused on implementation leadership in schools is in the early phases, and there is a need for adaptation and expansion of instruments in order to tailor to the school context. The current study adapted and validated the School Implementation Leadership Scale (SILS) (based on the Implementation Leadership Scale) in a sample of elementary school personnel from six school districts who were implementing one of two well-established prevention programs for supporting children’s mental health.MethodsParticipants were 441 public school teachers from 52 elementary schools in the Midwest and West Coast of the United States. Participants completed a survey that contained: (1) an adapted and expanded version of the SILS with additional items generated for four existing subscales as well as three new subscales (Communication, Vision/Mission, and Availability), and (2) additional tools to evaluate convergent and divergent validity (i.e., measures of general/molar leadership and teaching attitudes). Data underwent: (1) examination of item characteristic curves to reduce items and ensure a pragmatic instrument, (2) confirmatory factor analyses to establish structural validity, and (3) evaluation of convergent and divergent validity.ResultsItem reduction analyses resulted in seven subscales of three items each. Results indicated acceptable fit for a seven-factor structural model (CFI = .995, TLI = .99, RMSEA = .08, WRMR = 0.95). Second-order factor loadings were high (λ = .89 to .96), suggesting that the SILS subscales comprise a higher-order Implementation Leadership factor. All subscales demonstrated good inter-item reliability (α = .91 - .96). Convergent and divergent validity results were generally as hypothesized, with moderate to high correlations between SILS subscales and general leadership, moderate correlations with teaching attitudes, and low correlations with school demographics.ConclusionsOverall, results provided strong structural, convergent, and divergent validity evidence for the 21-item, 7-factor SILS instrument. Implications for the measurement of implementation leadership in schools are discussed, as well as strategies to support leaders to enhance their strategic behaviors related to the implementation of mental health prevention programs (e.g., adaptation of existing leadership-focused implementation strategies).Clinical Trial Registration: Not applicable.

Organizational Context in General and Special Education: An Exploratory Investigation to Describe the Perspective of School Leaders

Organizational context (e.g., climate, culture, resources) can impede or enhance implementation of evidence-based practices in general education settings or special education settings serving students with autism spectrum disorder. We examined the relations between organizational context and individual (i.e., implementation leadership, administrator- or service provider-role) or school (i.e., enrollment size, public/nonpublic school type) characteristics. Participants were administrative or service providing leaders (n = 34) from 11 schools in one state on the East Coast of the United States. School leaders’ average ratings of the organizational context were generally more positive for special education than general education; however, greater culture stress was reported for special education. Correlation analyses indicated being an administrator and implementation leadership were positively associated with implementation climate in both education settings. Being an administrator was also positively associated with cultural effort (i.e., how hard people work towards achieving goals) in special education, but negatively associated with culture stress in general education. In special education, nonpublic schools had better climates (both learning and implementation), but more culture stress. Additionally, school enrollment size was negatively related to available resources and implementation climate in special education. Investigating the similarities and differences in organizational context across educational settings is needed in future research.

Validation of the Norwegian Versions of the Implementation Leadership Scale (ILS) and the Multifactor Leadership Questionnaire (MLQ) in a Mental Health Care Setting

Background: The implementation of evidence-based practices (EBPs) is of crucial importance in health care institutions and requires effective management from the leaders. However, there is a lack of sufficient assessment tools to evaluate the degree to which the employees´ rate how well their leaders are at implementing EBPs. This emphasizes the need for a validated and widely used implementation scale for EBPs. Methods: The current study evaluated the psychometric properties of the Multifactor Leadership Questionnaire (MLQ) and the Implementation Leadership Scale (ILS) in a Norwegian mental health care setting. Results: Results from confirmatory factor analyses indicated that the MLQ and ILS were valid instruments for measuring general and implementation leadership. The scales demonstrated good convergent validity. In addition, attitudes towards EBPs did not seem to be associated with the ILS and the MLQ, further supporting the applicability of the instruments. Conclusions: The two scales demonstrate good psychometric properties in a Norwegian mental health care setting, which suggests that the MLQ and ILS are valid and reliable tools for measuring leadership in an implementation setting. More research is highly needed to disentangle the link between perceived leadership and objective measures of successful implementation of EBPs. Trial registration: NSD 690133, NSD 60059/3/OOS

Organizational perspectives on implementing complex health interventions: clinical genomics in Australia

PurposeClinical genomics is a complex, innovative medical speciality requiring clinical and organizational engagement to fulfil the clinical reward promised to date. Focus thus far has been on gene discovery and clinicians’ perspectives. The purpose of this study was to use implementation science theory to identify organizational barriers and enablers to implementation of clinical genomics along an organizations’ implementation journey from Preadoption through to Adoption and Implementation.Design/methodology/approachWe used a deductive qualitative approach study design drawing on implementation science theory - (1) Translation Science to Population Impact Framework, to inform semi structured interviews with organizational decision-makers collaborating with Australian and Melbourne Genomics, alongside and (2) Theoretical Domains Framework (TDF), to guide data analysis.FindingsWe identified evolving organizational barriers across the implementation journey from Preadoption to Implementation. Initially the organizational focus is on understanding the value of clinical genomics (TDF code: belief about consequences) and setting the scene (TDF code: goals) before organizational (TDF codes: knowledge and belief about consequences) and clinician (TDF codes: belief about capability and intentions) willingness to adopt is apparent. Once at the stage of Implementation, leadership and clarity in organizational priorities (TDF codes: intentions, professional identity and emotion) that include clinical genomics are essential prerequisites to implementing clinical genomics in practice. Intuitive enablers were identified (e.g. ‘providing multiple opportunities for people to come on board) and mapped hypothetically to barriers.Originality/valueAttention to date has centred on the barriers facing clinicians when introducing clinical genomics into practice. This paper uses a combination of implementation science theories to begin to unravel the organizational perspectives of implementing this complex health intervention.

A Stepped-Wedge Randomized trial Investigating the Effect of the Leadership and Organizational Change for Implementation (LOCI) Intervention on Implementation and Transformational Leadership, and Implementation Climate

Background: This study evaluates the Leadership and Organizational Change for Implementation (LOCI) strategy and its effect on implementation leadership, transformational leadership, and implementation climate. Methods: A stepped wedge cluster randomized trial enrolled 47 first-level leaders from child- and adult-specialized mental health clinics within Norwegian health trusts across three cohorts. All therapists (n = 804) received training in screening of trauma exposure and posttraumatic stress, and a subgroup (n = 249) of therapists received training in evidence-based treatment methods for posttraumatic stress disorder (PTSD). First-level leaders and therapists were asked to complete surveys at baseline, 4, 8, 12, 16, and 20 months assessing leadership and implementation climate. General linear mixed effects models were used to investigate whether engagement in the LOCI strategy would lead to greater therapist-rated scores on implementation leadership, transformational leadership, and implementation climate.Results: There was a significant increase in therapist-rated implementation and transformational leadership as well as implementation climate after the leaders were introduced to the LOCI strategy. This increase was sustained at all measurement time point compared to non-LOCI conditions which demonstrated a steady decrease in scores before LOCI was introduced. Conclusions: The LOCI strategy can develop better transformational and implementation leadership skills as well as contribute to a more positive implementation climate to enhance successful evidence-based practice implementation. Thus, LOCI can help leaders create an organizational context conducive for effective EBP implementation. Trial registration: NSD 60036/3/LH, NSD 60059/3/OOS The full trial protocol can be accessed from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6417075/

The relationship between first-level leadership and inner-context and implementation outcomes in behavioral health: a scoping review

Background First-level leadership is uniquely positioned to support evidence-based practice (EBP) implementation for behavioral health due to first-level leaders’ access to and relationship with service providers. First-level leaders are individuals who directly supervise and manage frontline employees who do not manage others. However, first-level leadership is underrepresented in existing reviews of the impact of leadership on EBP implementation. This review describes the relationship between first-level leadership and implementation determinants and outcomes. Methods A scoping review was performed to synthesize the literature on the relationship between first-level leadership and inner-context and implementation outcomes. A literature search was conducted in PubMed, Eric, PsycINFO, CINAHL, Scopus, and Web of Science. To be eligible, studies had to examine first-level leadership, be conducted in settings providing behavioral health services, and examine the relationship between first-level leadership and an implementation or inner-context outcome. Data extraction and synthesis were performed to describe study characteristics, leader-outcome relationships, and overlap in leadership frameworks. Results Twenty-one records met our inclusion criteria. Studies primarily relied on observational designs and were often cross-sectional. Studies more often examined general leadership rather than leadership strategically focused on EBP implementation (i.e., strategic implementation leadership). Our findings suggest that several forms of first-level leadership are inconsistently related to a broad set of implementation determinants, with infrequent examination of specific implementation outcomes. The broad set of implementation determinants studied, limited number of replications, and inconsistent findings have resulted in sparse evidence for any specific leadership-outcome relationship. The greatest accumulation of evidence exists for general leadership’s positive relationship with providers’ EBP attitudes, most notably in the form of transformational leadership. This was followed by evidence for strategic implementation leadership facilitating general implementation. Our synthesis revealed moderate conceptual overlap of strategic implementation leadership behaviors described in the theory of implementation leadership and theory of middle managers’ role in implementation. Conclusions Our findings suggest that first-level leadership may play an important role in shaping implementation determinants and outcomes, but consistent empirical support is sparse and confidence dampened by methodological issues. To advance the field, we need studies that adopt stronger methodological rigor, address the conceptual overlap in leadership frameworks, examine a broader set of implementation outcomes, and examine conditions under which leadership impacts implementation. Trial registration This review was not registered.