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      Understanding and investing in healthcare innovation and collaboration

      research-article
      Emma Day-Duro , Guy Lubitsh , Gillian Smith
      Journal of Health Organization and Management
      Emerald Publishing
      Innovation, Collaboration, Action research, Academic medicine

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          There is no author summary for this article yet. Authors can add summaries to their articles on ScienceOpen to make them more accessible to a non-specialist audience.

          Abstract

          Purpose

          To understand the partnership between clinicians and academics who come together to provide high-quality care alongside research and innovation, identifying challenges and productive conditions for innovation and collaboration across multi-disciplinary teams.

          Design/methodology/approach

          An explorative action research methodology was adopted. Semi-structured interviews were conducted with 15 clinical, academic and executive leads at a large metropolitan tertiary care hospital with an academic health services portfolio in the UK.

          Findings

          Clinical leaders recognise the division of limited resource, restrictive employment contracts and the divergent priorities of each organisation as challenges hindering the collaborative process and derailing innovation. Developing a culture of respect, valuing and investing in individuals and allowing time and space for interaction help facilitate successful innovation and collaboration. Successfully leading collaborative innovation requires a combination of kindness, conviction and empowerment, alongside the articulation of a vision and accountability.

          Research limitations/implications

          Action research continues at this site, and further enquiry into the experiences, challenges and solutions of non-leaders when collaborating and innovating will be captured to present views across the organisation.

          Practical implications

          Clinical and academic collaboration and innovation are essential to the continued success of healthcare. To ensure hospitals can continue to facilitate this in increasingly challenging circumstances, they must ensure longevity and stability of teams, devote time and resource to research and innovation, nurture interpersonal skills and develop kind and empowering leaders.

          Originality/value

          This work uniquely focuses on a real-time collaborative and innovative development. By employing action research while this development was happening, we were able to access the real time views of those at the centre of that collaboration. We offer insight into the challenges and effective solutions that consultant-level clinical leaders encounter when attempting to innovate and collaborate in practice.

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          Most cited references29

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          Using thematic analysis in psychology

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            Team-level predictors of innovation at work: a comprehensive meta-analysis spanning three decades of research.

            This article presents a meta-analysis of team-level antecedents of creativity and innovation in the workplace. Using a general input-process-output model, the authors examined 15 team-level variables researched in primary studies published over the last 30 years and their relation to creativity and innovation. An exhaustive search of the international innovation literature resulted in a final sample (k) of 104 independent studies. Results revealed that team process variables of support for innovation, vision, task orientation, and external communication displayed the strongest relationships with creativity and innovation (rhos between 0.4 and 0.5). Input variables (i.e., team composition and structure) showed weaker effect sizes. Moderator analyses confirmed that relationships differ substantially depending on measurement method (self-ratings vs. independent ratings of innovation) and measurement level (individual vs. team innovation). Team variables displayed considerably stronger relationships with self-report measures of innovation compared with independent ratings and objective criteria. Team process variables were more strongly related to creativity and innovation measured at the team than the individual level. Implications for future research and pragmatic ramifications for organizational practice are discussed in conclusion.
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              Translational Medicine: A two-way road

              The purpose of translational research is to test, in humans, novel therapeutic strategies developed through experimentation. Translational research should be regarded as a two-way road: Bench to Bedside and Bedside to Bench. However, Bedside to Bench efforts have regrettably been limited because the scientific aspects are poorly understood by full time clinicians and the difficulty of dealing with humans poorly appreciated by basic scientists. Translational research would be most useful to the scientific community at large if journals would foster specific interest for the publication of ex vivo human observation. The review process for such work should be assigned to clinical scientists competent not only in the intricacies of molecular or cell biology but also intimate with the reality of Internal Review Boards, ethics committees, Governmental Regulatory Agencies and most importantly the humane aspects of dealing with sick individuals and their families. This approach may focus both basic and clinical scientists and those struggling to fill the gap between them on the effective treatment of diseases affecting women, men and children making translational research more than an interesting concept.
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                Author and article information

                Contributors
                Journal
                JHOM
                10.1108/JHOM
                Journal of Health Organization and Management
                JHOM
                Emerald Publishing
                1477-7266
                06 April 2020
                09 June 2020
                : 34
                : 4
                : 469-487
                Affiliations
                [1]Department of Research, Hult International Business School - Ashridge Executive Education Campus , Berkhamsted, UK
                [2] NHS, Foundation Trust London , London, UK
                Author notes
                Emma Day-Duro can be contacted at: emma.day@ashridge.hult.edu
                Article
                643274 JHOM-07-2019-0206.pdf JHOM-07-2019-0206
                10.1108/JHOM-07-2019-0206
                32250574
                6a29aa5b-9e2b-4149-9d85-c2b2996c9aad
                © Emerald Publishing Limited
                History
                : 12 July 2019
                : 27 January 2020
                : 01 March 2020
                Page count
                Figures: 1, Tables: 2, Equations: 0, References: 33, Pages: 19, Words: 9899
                Categories
                research-article, Research paper
                cat-HSC, Health & social care
                cat-HMAN, Healthcare management
                Custom metadata
                Yes
                Yes
                Journal
                included

                Health & Social care
                Action research,Collaboration,Innovation,Academic medicine
                Health & Social care
                Action research, Collaboration, Innovation, Academic medicine

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