Introduction: Controversies in Healthcare Innovation – Service, Technology and Organization

  • Thomas Hoholm
  • Antonella La Rocca
  • Margunn Aanestad
Chapter

Abstract

The chapters of this volume help answer the question: what is the role of controversies in innovation? Being anchored in different theoretical frameworks (organization studies, theories of industrial networks, and infrastructure theory), studies in this volume converge in taking a practice- and process-oriented approach to innovation, and focus on some controversial aspects relating to how innovation (in the forms of a new medical artefact, an IT system, a new organizational solution or a public-driven change/reform) unfolds in practice. While controversies might be perceived as barriers to creative change and a hindrance to innovation, observations reported in this volume produce a somewhat different view – that controversies can also have an energizing role.

References

  1. Aanestad, M., & Jensen, T. B. (2011). Building nation-wide information infrastructures in healthcare through modular implementation strategies. Journal of Strategic Information Systems, 20(2), 161–175.CrossRefGoogle Scholar
  2. Bar-Lev, S., & Harrison, M. I. (2006). Negotiating time scripts during implementation of an electronic medical record. Healthcare Management Review, 31(1), 11–17.CrossRefGoogle Scholar
  3. Casebeer, A. L., Harrison, A., & Mark, A. L. (2006). Innovations in healthcare: A reality check. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.Google Scholar
  4. Christensen, C. M., Grossman, J. H., & Hwang, J. H. (2009). The innovator’s prescription. New York: McGraw-Hill.Google Scholar
  5. Ciborra, C., et al. (2000). From control to drift: The dynamics of corporate information infastructures. Oxford: Oxfrod University Press.Google Scholar
  6. Edwards, P. N., Jackson, S. J., Bowker, G. C., & Knobel, C. P. (2007). Understanding infrastructure: Dynamics, tensions, and design. Ann Arbor: Deep Blue.Google Scholar
  7. Håkansson, H., Ford, D., Gadde, L.-E., Snehota, I., & Waluszewski, A. (2009). Business in networks. Wiley: Chichester.Google Scholar
  8. Håkansson, H., & Waluszewski, A. (2002). Managing technological development—IKEA, the environment and technology. London: Routledge.CrossRefGoogle Scholar
  9. Håkansson, H., & Waluszewski, A. (2007). Knowledge and innovation in business and industry: The importance of using others. London: Routledge.Google Scholar
  10. Harrison, D., & Waluszewski, A. (2008). The development of a user network as a way to re-launch an unwanted product. Research Policy, 37(1), 115–130.CrossRefGoogle Scholar
  11. Hernes, T. (2014). A process theory of organization. Oxford: Oxford University Press.CrossRefGoogle Scholar
  12. Hoholm, T. (2011). The contrary forces of innovation: An ethnography of innovation in the food industry. London: Palgrave Macmillan.CrossRefGoogle Scholar
  13. Hoholm, T., & Olsen, P. I. (2012). The contrary forces of innovation: A conceptual model for studying networked innovation processes. Industrial Marketing Management, 41(2), 344–356.CrossRefGoogle Scholar
  14. Junni, P., Sarala, R. M., Taras, V., & Tarba, S. Y. (2013). Organizational ambidexterity and performance: A meta-analysis. The Academy of Management Perspectives, 27(4), 299–312.CrossRefGoogle Scholar
  15. La Rocca, A., & Snehota, I. (2014). Relating in business networks: Innovation in practice. Industrial Marketing Management, 43, 441–447.CrossRefGoogle Scholar
  16. Latour, B. (1987). Science in action: How to follow scientists and engineers through society. Cambridge: Harvard University Press.Google Scholar
  17. Latour, B. (1996). Aramis, or, the love of technology. Cambridge, MA: Harvard University Press.Google Scholar
  18. Latour, B. (2005). Reassembling the Social: An Introduction to Actor-Network-Theory. Oxford; New York: Oxford University Press.Google Scholar
  19. May, C., Murray, E., Finch, T., Mair, F., Treweek, S., Ballini, L., et al. (2010). Normalization process theory on-line users’ manual and toolkit. Retrieved 2 June, 2016, from http://www.normalizationprocess.org.
  20. Miller, P., & Rose, N. (1990). Governing economic life. Economy and Society, 19(1), 1–31.CrossRefGoogle Scholar
  21. Mol, A. (2008). The logic of care: Health and the problem of patient choice. London: Routledge.Google Scholar
  22. Moreira, T. (2012). The transformation of contemporary Healthcare: The market, the laboratory, and the forum. London: Routledge.Google Scholar
  23. Mørk, B.-E., Hoholm, T., & Aanestad, M. (2006). Constructing, enacting and packaging innovations. European Journal of Innovation Management, 9(4), 444–465.CrossRefGoogle Scholar
  24. Mørk, B. E., Hoholm, T., Aanestad, M., Edwin, B., & Ellingsen, G. (2010). Challenging expertise: On power relations within and across communities of practice in medical innovation. Management Learning, 41, 575–592.CrossRefGoogle Scholar
  25. Mørk, B. E., Hoholm, T., Maaninen-Olsson, E., & Aanestad, M. (2012). Changing practice through boundary organizing: A case from medical R&D. Human Relations, 65(2), 263–288.CrossRefGoogle Scholar
  26. Schatzki, T. R., Knorr Cetina, K., & Savigny, E. V. (2001). The practice turn in contemporary theory. New York, NY: Routledge.Google Scholar
  27. Schumpeter, J. A. (2013/1942). Capitalism, socialism and democracy. London: Routledge.Google Scholar
  28. Star, S. L., & Ruhleder, K. (1996). Steps toward an ecology of infrastructure: Design and access for large information spaces. Information Systems Research, 7(1), 111–134.CrossRefGoogle Scholar
  29. Swan, J., Newell, S., & Nicolini, D. (Eds.) (2016). Mobilizing knowledge in healthcare: Challenges for management and organization. Oxford: University Press.Google Scholar
  30. Van De Ven, A. H., Polley, D. E., Garud, R., & Venkataraman, S. (1999). The innovation journey. New York: Oxford Univ. Press.Google Scholar
  31. Venturini, T. (2010). Diving in magma: How to explore controversies with actor-network theory. Public Understanding of Science, 19(3), 258–273.CrossRefGoogle Scholar
  32. Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731–735.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Thomas Hoholm
    • 1
  • Antonella La Rocca
    • 1
    • 2
  • Margunn Aanestad
    • 3
  1. 1.Department of StrategyBI Norwegian Business SchoolOsloNorway
  2. 2.Health Services Research CenterAkershus University HospitalLørenskogNorway
  3. 3.Department of InformaticsUniversity of OsloOsloNorway

Personalised recommendations