The barriers and facilitators of radical innovation implementation in secondary healthcare: a systematic review

PurposeThis study aimed to identify the barriers and facilitators related to the implementation of radical innovations in secondary healthcare.Design/methodology/approachA systematic review was conducted and presented in accordance with a PRISMA flowchart. The databases PubMed and Web of Science were searched for original publications in English between the 1st of January 2010 and 6th of November 2020. The level of radicalness was determined based on five characteristics of radical innovations. The level of evidence was classified according to the level of evidence scale of the University of Oxford. The Consolidated Framework for Implementation Research was used as a framework to classify the barriers and facilitators.FindingsBased on the inclusion and exclusion criteria, nine publications were included, concerning six technological, two organizational and one treatment innovation. The main barriers for radical innovation implementation in secondary healthcare were lack of human, material and financial resources, and lack of integration and organizational readiness. The main facilitators included a supportive culture, sufficient training, education and knowledge, and recognition of the expected added value.Originality/valueTo our knowledge, this is the first systematic review examining the barriers and facilitators of radical innovation implementation in secondary healthcare. To ease radical innovation implementation, alternative performance systems may be helpful, including the following prerequisites: (1) Money, (2) Added value, (3) Timely knowledge and integration, (4) Culture, and (5) Human resources (MATCH). This study highlights the need for more high-level evidence studies in this area.

Methodological provisions for assessing the digital maturity of economic systems

Digital transformation is a way of doing business that uses information and digital technologies. Readiness of companies for internal and external changes related to digitalization is called digital maturity. The research is devoted to the dynamics of growth of digital maturity of organizations in the Russian Federation and current methods of its assessment. The concept of assessing the digital maturity of economic systems as a stage in the implementation of digital transformation of the economy is revealed. The main directions of digital transformation in the country are highlighted and characterized. The dynamics of the level of digitalization and innovation implementation in Russian business in 2018-2020 are evaluated. A comparative analysis of methods for assessing digital maturity is carried out. Based on the results of the study, the prospects for further research in the field of digital maturity assessment are identified, and the main directions and obstacles to the digital transformation of the economy are formulated.

PENTÁGONO DE POLÍTICAS PÚBLICAS COMO MODELO DE ANÁLISE NA IMPLEMENTAÇÃO DA INOVAÇÃO SOCIAL

O presente estudo tem como problema de pesquisa: De que maneira a sociologia política da ação pública contribui para esclarecer as barreiras e indutores na implementação da inovação social? Para responder tal problema, esta pesquisa propõe a utilização do pentágono de políticas públicas como modelo de análise na implementação da inovação social, tendo em vista a capacidade do mesmo para análise de aspectos cognitivos dos atores, que podem contribuir para explanar a dimensão política da inovação social, a qual é tida como incógnita que demanda esclarecimento. O estudo da implementação da inovação social a partir de um modelo de análise de implementação de políticas públicas é possível porque tanto a inovação social quanto a ação pública levam em conta os quadros cognitivos decorrentes da interação e articulação de atores, aspectos subjetivos e objetivos, com foco na solução de uma questão social como a desigualdade social, a pobreza, o crime, o analfabetismo. Tanto a ação pública quanto a inovação social consideram importante a diversidade de atores e a atuação ativa destes, o empoderamento, o protagonismo dos mesmos, na busca por soluções para questões sociais. O estudo da inovação social é relevante para toda sociedade, pois é um tema que aborda questões de interesse coletivo. O presente trabalho inova na medida em que propõe que a implementação da inovação social seja analisada por meio do pentágono de políticas públicas. Palavras-Chave: Pentágono de Políticas Públicas. Inovação Social. Barreiras. Indutores. Implementação. Abstract: The present study has the following research problem: How does the political sociology of public action contribute to clarify the barriers and dravers in the implementation of social innovation? To answer this problem, this research proposes the use of the public policies pentagon as a model of analysis in the social innovation implementation, given its ability to analyze cognitive aspects of actors, which contribute to explain the political dimension of social innovation, which is considered a unknown variable that requires clarification. The study of social innovation implementation from a model of public policy implementation analysis is possible because both social innovation and public action take into account cognitive aspects arising from the interaction and articulation of actors, subjective and objective aspects, focused on solving a social issue such as social inequality, poverty, crime, illiteracy. Both public action and social innovation consider important the diversity of actors and their active role, their empowerment, their protagonism, in the search for solutions to social issues. The social innovation study is relevant to society as a whole, as it is a topic that addresses issues of collective interest. The present study innovates in that it proposes that the implementation of social innovation be analyzed through of the public policies pentagon. Keywords: Public Policies Pentagon. Social Innovation. Barriers. Drivers. Implementation.

Stratification for RRMM and Risk-Adapted Therapy: Sequencing of Therapies in RRMM

The treatment landscape for relapsed multiple myeloma (RRMM) has experienced an unprecedented wave of innovation. Implementation of numerous new substances and drug classes with different modes of action is made possible in routine clinical practice. Next generation proteasome inhibitors, monoclonal antibodies, as well as first in class agents such as selinexor and venetoclax have widened the therapeutic spectrum. This has led to an increase in progression-free and overall survival. Consequently, new challenges for treating physicians in choosing the right treatment at the right stage of the disease have been generated. Several trials support the use of novel agents in the frontline treatment of newly diagnosed multiple myeloma. The use of lenalidomide or bortezomib as a backbone in the first-line setting, requires strategies for treatment once these patients relapse and are refractory to these drugs. Despite the variety of options, selecting the optimal treatment strategy is difficult, since multiple factors have to be considered: patient-specific factors such as age and co-morbidities, as well as myeloma/tumor specific factors such as cytogenetics and relapse kinetics. This review intends to summarize the existing data and guidelines regarding the optimal sequencing of treatments of RRMM using already approved agents as well as agents under investigation.

An Investigation of Successful Implementation of Social Media by Small and Medium-Sized Businesses

<p>This study investigates the successful implementation of social media by small and medium-sized New Zealand businesses. The reasons for selecting social media as the focal innovation were twofold. Firstly, it is vital that marketers embrace it. Social media has revolutionised the way in which marketers can communicate and promote to customers. Fundamentally, message control has passed from the marketer to the customer. Secondly, it provided an opportunity to explore innovation implementation from a business perspective early on in its diffusion cycle. Although businesses were only recently invited to join social media platforms, it was anticipated that many businesses would have adopted it within the last three years. This research contributes to the sparse literature on social media. It also contributes to the growing body of literature on innovation implementation, businesses as the unit of analysis, and research which uses implementation success as its outcome variable. Additionally, it contributes to the body of research for businesses that have less than 20 employees, defined as either small to medium-sized enterprises (SMEs) or micro-organisations, depending on the country. The objectives of this research were to identify which characteristics were most significant in influencing the successful implementation of social media and to propose a conceptual model. Due to the scarcity of literature on social media, constructs and measures were developed from other disciplines and innovation types. Research was grounded in innovation and implementation theory. The Organisational Innovativeness theory and the Variance theory (particularly the Technology-Organisation-Environment or TOE framework) were found to be of particular relevance. Marketing theory was also referred to, with the outcomes being marketing-based measures. The research was conducted in three steps. Firstly, in the pre-test phase senior managers from the New Zealand Retailers Association and academics provided feedback on the questionnaire. The Association then sent a pilot survey to their members, generating 53 usable responses. Secondly, the main survey was distributed via Facebook to businesses operating in that medium. Following analysis, the third phase involved interviews which further explored themes identified from the quantitative stage. Theoretical, methodological and managerial contributions were made from the research. Theoretical contributions included the development and empirical testing of a conceptual model for successful social media implementation. Significant predictor variables identified included complexity, a clear strategy, resources, access to training and education, and competition. These were measured by a number of dependent variables including use, overall management satisfaction and newly-developed scales for net benefits (including increased profit and increased brand loyalty). Methodological contributions included the timing of the survey. As social media has only been implemented relatively recently, information was easily recalled and bias as to whether it was likely to be a successful innovation or not was reduced. Additionally, the survey was distributed through Facebook, a new channel with viral opportunities and subsequent response rate measurement limitations. Managers will also find the results of interest not only in the implementation of social media but also for other strategic types of computer-mediated communication innovations.</p>

An Investigation of Successful Implementation of Social Media by Small and Medium-Sized Businesses

<p>This study investigates the successful implementation of social media by small and medium-sized New Zealand businesses. The reasons for selecting social media as the focal innovation were twofold. Firstly, it is vital that marketers embrace it. Social media has revolutionised the way in which marketers can communicate and promote to customers. Fundamentally, message control has passed from the marketer to the customer. Secondly, it provided an opportunity to explore innovation implementation from a business perspective early on in its diffusion cycle. Although businesses were only recently invited to join social media platforms, it was anticipated that many businesses would have adopted it within the last three years. This research contributes to the sparse literature on social media. It also contributes to the growing body of literature on innovation implementation, businesses as the unit of analysis, and research which uses implementation success as its outcome variable. Additionally, it contributes to the body of research for businesses that have less than 20 employees, defined as either small to medium-sized enterprises (SMEs) or micro-organisations, depending on the country. The objectives of this research were to identify which characteristics were most significant in influencing the successful implementation of social media and to propose a conceptual model. Due to the scarcity of literature on social media, constructs and measures were developed from other disciplines and innovation types. Research was grounded in innovation and implementation theory. The Organisational Innovativeness theory and the Variance theory (particularly the Technology-Organisation-Environment or TOE framework) were found to be of particular relevance. Marketing theory was also referred to, with the outcomes being marketing-based measures. The research was conducted in three steps. Firstly, in the pre-test phase senior managers from the New Zealand Retailers Association and academics provided feedback on the questionnaire. The Association then sent a pilot survey to their members, generating 53 usable responses. Secondly, the main survey was distributed via Facebook to businesses operating in that medium. Following analysis, the third phase involved interviews which further explored themes identified from the quantitative stage. Theoretical, methodological and managerial contributions were made from the research. Theoretical contributions included the development and empirical testing of a conceptual model for successful social media implementation. Significant predictor variables identified included complexity, a clear strategy, resources, access to training and education, and competition. These were measured by a number of dependent variables including use, overall management satisfaction and newly-developed scales for net benefits (including increased profit and increased brand loyalty). Methodological contributions included the timing of the survey. As social media has only been implemented relatively recently, information was easily recalled and bias as to whether it was likely to be a successful innovation or not was reduced. Additionally, the survey was distributed through Facebook, a new channel with viral opportunities and subsequent response rate measurement limitations. Managers will also find the results of interest not only in the implementation of social media but also for other strategic types of computer-mediated communication innovations.</p>

What Managers Find Important for Implementation of Innovations in the Healthcare Sector - Practice Through Six Management Perspectives

Background There is a growing expectation that many health organisations will implement innovations. One obstacle for innovative ideas to have an impact on the healthcare system in practice seems to be difficulties in the implementation phase. There is a lack of concretization of theoretical perspectives related to implementation of innovations. The research question answered by this article is: Which enabling factors can facilitate the specific step of moving from idea generation to implementation in a healthcare context? Methods The research was carried out with a qualitative action research methodology where the researchers took part in the innovation implementation project. The authors of this article were part of a collaborative innovation implementation project involving approximately 54 practitioners. The project was run by five stakeholders: 1) the Division of Assistive Technology in the Dalarna County Council Regional Healthcare Administration 2) the Habilitation Division 3) the Division for Home Care and Social Services in the municipality of Leksand 4) Dalarna University and 5) Uppsala University. Through a ‘Pearl growing’ technique six implementation management perspectives were, as a framework, identified and presented for the practitioners. The practitioners worked further to concretize these six perspectives. Data was collected through five workshops and collaborations between the researchers and the practitioners. Data was clustered regarding what the managers want to achieve within these six perspectives (ideal situation) and the main means for reaching this situation. Results The study underlying this article generated 35 concrete enabling factors for successful innovation implementation, distributed over the initially presented six theoretical perspectives. Conclusion Concretizing management principles into enabling factors shows, on the one hand, that the theoretical principles have practical value, but on the other that they must be adopted to the specific circumstances of each organization, and that too abstract principles can hardly be operationalized.