Understanding impediments in healthcare innovation implementation; An evaluation of the encountered impediments in healthcare innovation implementation in Radboud University Medical Centre
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2016-11-10
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en
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Due to the aging population and the increase in chronic diseases the demand for healthcare and associated costs are increasing. This requires more effective ways of treatment and healthcare. The PVI department is aimed at the implementation of process innovations in the Radboud University Medical Centre in order to provide the means to deal with this increasing demand. PVI encounters a wide variety of impediments in their practice of innovation implementation which have never been clearly identified and described. Therefore, the encountered impediments, their interrelations and their effect on practice were studied qualitatively. Interviews were conducted with 6 PVI employees which were analyzed by means of the 3-Dimensional model for interventions in organizations. This prescriptive model for guiding interventions was used to evaluate the encountered impediments and to illustrate the interrelations of several impediments. The encountered impediments on the first dimension of the model (the infrastructural dimension) are within the organization of PVI itself. The encountered impediments on the second dimension (the social dimension) are all hampering the acceptance and integration of the innovation of the targeted departments. The impediments on the third dimension (the functional dimension) are related to the steps in the innovation implementation process. Furthermore, funding appeared to be an impediment that had its effect on all three dimensions. The identified impediments affect the practice of PVI in such a way that PVI employees experience frustration on the one hand, or disappointment on the other hand. The employees react to these impediments in a pro-effective way or in a less assertive way. In the analysis of the interrelations it appeared that some impediments are strongly interrelated through a vicious circle. Based on the findings and the context in which PVI operates, four practical recommendations were given. The first is aimed at circumventing the financial obstacle. The second is framing the innovation implementation as a scientific study to overcome resistance to change. The third is aimed at the hampered transfer between PVI and the other involved department. A clear division of labor can prevent many encountered obstacles. The last recommendation concerns the feeling of incompetence of the PVI employees. By increasing their competence, the resistance of the targeted people can be tackled. Furthermore, this study contributed to the knowledge of innovation implementation obstacles and demonstrated the multiple functions of the 3D-model for interventions in organizations.
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Faculteit der Managementwetenschappen