Advertisement

Acceptance of Process Innovations in Hospitals: Insights from the German Arthroplasty Register

  • Jan SternkopfEmail author
Chapter
  • 1.8k Downloads

Abstract

Process innovations in hospitals are of particular relevance because they have the potential to improve quality of care and patient safety, among other aspects. To ensure their success, a high level of employee acceptance of the innovation is required. This study analyzes the factors influencing the acceptance of process innovations in hospitals based on the introduction of the German Arthroplasty Register. The German Arthroplasty Register is an extensive database containing information about a frequently performed surgery in German hospitals—artificial hip and knee joint replacements. The introduction of the register requires process changes within existing hospital structures. Interviewers conducted semi-structured interviews with 47 employees in 20 hospitals, which had recently introduced the German Arthroplasty Register. All interviews were recorded and transcribed, and qualitative content analysis was applied to the systematic text analysis. Results suggest that three major factors influence process-innovation acceptance in hospitals: (1) organizational factors, (2) project-related factors, and (3) people-related factors.

Keywords

Project-related Factors Requires Process Changes Systematic Text Analysis Knee Joint Replacement Influence Acceptance 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Notes

Acknowledgement

Supported by Stiftung Endoprothetik.

References

  1. Baregheh A, Rowley J, Sambrook S (2009) Towards a multidisciplinary definition of innovation. Manag Decis 47:1323–1339CrossRefGoogle Scholar
  2. Berry LL, Bendapudi N (2007) Health care: a fertile field for service research. J Serv Res 10:111–122CrossRefGoogle Scholar
  3. Bryman A, Bell E (2007) Business research methods. Oxford University Press, New YorkGoogle Scholar
  4. Davis FD, Bagozzi RP, Warshaw PR (1989) User acceptance of computer technology: a comparison of two theoretical models. Manag Sci 35:982–1003CrossRefGoogle Scholar
  5. Djellal F, Gallouj F (2005) Mapping innovation dynamics in hospitals. Res Policy 34:817–835CrossRefGoogle Scholar
  6. Djellal F, Gallouj F (2007) Innovation in hospitals: a survey of the literature. Eur J Health Econ 8:181–193CrossRefGoogle Scholar
  7. Dougherty D (1992) Interpretive barriers to successful product innovation in large firms. Organ Sci 3:179–202CrossRefGoogle Scholar
  8. Edmondson AC, Bohmer RM, Pisano GP (2001) Disrupted routines: team learning and new technology implementation in hospitals. Adm Sci Q 46:685–716CrossRefGoogle Scholar
  9. Eisenhardt KM (1989) Building theories from case study research. Acad Manage Rev 14:532–550Google Scholar
  10. Hopf C (1995) Qualitative Interviews in der Sozialforschung. Ein Überblick. In: Flick U, Kardorff Ev, Keupp H, Rosenstiel Lv, Wolff S (eds) Handbuch Qualitative Sozialforschung. Grundlagen, Konzepte, Methoden und Anwendungen, 2nd edn. Beltz, Psychologie-Verlags-Union, Weinheim, pp 177–182Google Scholar
  11. Kimberly JR, Evanisko MJ (1981) Organizational innovation: the influence of individual, organizational, and contextual factors on hospital adoption of technological and administrative innovations. Acad Manage J 24:689–713CrossRefGoogle Scholar
  12. Klein KJ, Sorra JS (1996) The challenge of innovation implementation. Acad Manage Rev 21:1055–1080Google Scholar
  13. Lamnek S (1995) Qualitative Sozialforschung. Beltz, Psychologie-Verlags-Union, WeinheimGoogle Scholar
  14. Mayring P (2010) Qualitative Inhaltsanalyse: Grundlagen und Techniken. Beltz, Weinheim und BaselGoogle Scholar
  15. McDonald RE (2007) An investigation of innovation in nonprofit organizations: the role of organizational mission. Nonprofit Volunt Sect Q 36:256–281CrossRefGoogle Scholar
  16. Nembhard IM, Alexander JA, Hoff TJ, Ramanujam R (2009) Why does the quality of health care continue to lag? Insights from management research. Acad Manag Perspect 23:24–42CrossRefGoogle Scholar
  17. Orlikowski WJ (2000) Using technology and constituting structures: a practice lens for studying technology in organizations. Organ Sci 11:404–428CrossRefGoogle Scholar
  18. Panella M, Marchisio S, Di Stanislao F (2003) Reducing clinical variations with clinical pathways: do pathways work? International J Qual Health Care 15:509–521CrossRefGoogle Scholar
  19. Rogers EM (1962) Diffusion of innovations. Free Press, New YorkGoogle Scholar
  20. Sicotte C, Denis J, Lehoux P (1998) The computer based patient record: a strategic issue in process innovation. J Med Syst 22:431–443CrossRefGoogle Scholar
  21. Tucker AL, Nembhard IM, Edmondson AC (2007) Implementing new practices: an empirical study of organizational learning in hospital intensive care units. Manag Sci 53:894–907CrossRefGoogle Scholar
  22. Tushman ML, Anderson P (1986) Technological discontinuities and organizational environments. Adm Sci Q 31:439–465CrossRefGoogle Scholar
  23. Van de Ven AH (1986) Central problems in the management of innovation. Manag Sci 32:590–607CrossRefGoogle Scholar
  24. Vera A, Kuntz L (2007) Prozessorientierte Organisation und Effizienz im Krankenhaus. Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung 59:173–197Google Scholar
  25. Verdegem P, De Marez L (2011) Rethinking determinants of ICT acceptance: towards an integrated and comprehensive overview. Technovation 31:411–423CrossRefGoogle Scholar
  26. Walston SL, Kimberly JR, Burns LR (2001) Institutional and economic influences on the adoption and extensiveness of managerial innovation in hospitals: the case of reengineering. Med Care Res Rev 58:194–228CrossRefGoogle Scholar
  27. Weiner BJ, Alexander JA, Shortell SM, Baker LC, Becker M, Geppert JJ (2006) Quality improvement implementation and hospital performance on quality indicators. Health Serv Res 41:307–334CrossRefGoogle Scholar
  28. Yin RK (2009) Case study research: design and methods. Sage, Thousand Oaks, CAGoogle Scholar
  29. Zbaracki MJ (1998) The rhetoric and reality of total quality management. Adm Sci Q 43:602–636CrossRefGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2015

Authors and Affiliations

  1. 1.Chair of Technology Management, Institute for Innovation ResearchKiel UniversityKielGermany

Personalised recommendations