Although many pilots with new eHealth products have been developed, only very few of these products reach widespread adoption within healthcare organisations. The literature mentions a wide range of bottlenecks for the acceptance of new technology in the healthcare industry, among which insufficient attention for change management and acceptance by intended users. In this paper, we argue that agile software development, with its practices for user involvement and product visibility, can be used as a change management approach in healthcare innovation projects. We compare agile methods with the change approach of Kotter (1995). As an illustration of our theoretical findings, we describe a development project of an innovative eHealth application to support the care for persons with intellectual disability.
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From the paper: "Abstract This study investigates whether there are major differences between process management and innovation between the IT and more traditional industries. Although both industries are quite similar, the research results show that the IT industry is more innovative in comparison to more traditional industries. The traditional industries are more risk averse towards new technologies, which makes them less innovative than the IT industry."
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Uit het vooronderzoekvan het project Duurzamelearning communities: Oogstenin de Greenportblijkt dat12 factorenhierbijvan belangrijk zijn. Deze succesfactoren staan centraal in de interactieve tool Seeds of Innovation. Ook komen uit het vooronderzoek, aangevuld met inzichten uit de literatuur en tips om de samenwerking door te ontwikkelen en meer gebruik te maken van de opbrengsten 12 succesfactoren met toelichting, belangrijkste bevindingen en tips voor ‘hoe nu verder’, Poster, Walk through, De app die learning communities helptde samenwerkingnaareenhogerplan te tillenen innovatieveopbrengstenoptimaalte benutten.
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The promotor was Prof. Erik Jan Hultink and copromotors Dr Ellis van den Hende en Dr R. van der Lugt. The title of this dissertation is Armchair travelling the innovation journey. ‘Armchair travelling’ is an expression for travelling to another place, in the comfort of one’s own place. ‘The innovation journey’ is the metaphor Van de Ven and colleagues (1999) have used for travelling the uncharted river of innovation, the highly unpredictable and uncontrollable process of innovation. This research study began with a brief remark from an innovation project leader who sighed after a long and rough journey: ‘had I known this ahead of time…’. From wondering ‘what could he have known ahead of time?’ the immediate question arose: how do such innovation journeys develop? How do other innovation project leaders lead the innovation journey? And could I find examples of studies about these experiences from an innovation project leader’s perspective that could have helped the sighing innovation project leader to have known at least some of the challenges ahead of time? This dissertation is the result of that quest, as we do know relatively little how this process of the innovation project leader unfolds over time. The aim of this study is to increase our understanding of how innovation project leaders lead their innovation journeys over time, and to capture those experiences that could be a source for others to learn from and to be better prepared. This research project takes a process approach. Such an approach is different from a variance study. Process thinking takes into account how and why things – people, organizations, strategies, environments – change, act and evolve over time, expressed by Andrew Pettigrew (1992, p.10) as catching “reality in flight”.
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Innovation is not what it was in the 20th century; the classic century of R & D based innovation. The nature of innovation is changing, only in part because different technologies dominate innovation. This paper identifies three main societal trends that are of major importance for strategic management of innovation in industry and for government industrial- and technology policies. These trends are: - Growing complexity - Globalisation - Citizen participation As a result, innovation strategy and technology policies cannot be determined by ad hoc technology push and market pull factors popping up. Strategic planning, not just of products and technologies but also of sites and alliances becomes increasingly important. Transparency and stakeholder dialogue require new competencies of the technology manager.
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Social innovation is the renewal of labour organisation that leads to improved performance by the organisation. The innovations that are promoted under the heading of social innovation often require substantive behavioural change on the part of employees and managers. However, in many organisations there are hidden, often unconscious forces at work that make it difficult to implement these new ways of working. In this paper Maslow‟s hierarchy of needs and transactional analysis theory are used to identify possible barriers for the implementation of social innovation. A case study is presented to show how potential barriers can be identified.
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Change has become continuous, and innovation is a primary approach for hospitality, i.e., hotel companies, to become or remain economically viable and sustainable. An increasing number of management researchers are paying more attention to workplace rather than technological innovation. This study investigates workplace innovation in the Dutch hotel industry, in three- and four-star hotels in the Netherlands, by comparing them to other industries. Two samples were questioned using the Workplace Innovation survey created by the Dutch Network of Social Innovation (NSI). The first was conducted in the hospitality industry, and these data were compared with data collected in a sample of other industries. Results suggest that greater strategic orientation on workplace innovation and talent development has a positive influence on four factors of organizational performance. Greater internal rates of change, the ability to self-organize, and investment in knowledge also had positive influences on three of the factors—growth in revenue, sustainability, and absenteeism. Results also suggest that the hospitality industry has lower workplace innovation than other industries. However, no recent research has assessed to what degree the hospitality industry fosters workplace innovation, especially in the Netherlands. Next to that, only few studies have examined management in the Dutch hotel industry, how workplace innovation is used there, and whether it improves practices.
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From a knowledge (management) perspective, behaviour is identified as the consequence of an individual's knowledge (Jorna, 2006). In other words, a change of behaviour requires that an individual changes his knowledge. Innovation brings about the necessity for an individual to change his current knowledge, thus abandoning old insights, and learning new. Knowledge management is the discipline that focuses on such processes of changing knowledge.
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Insider ethnographic analysis is used to analyze change processes in an engineering department. Distributed leadership theory is used as conceptual framework.
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Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value
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