An Academic Medical Center-Based Incubator to Promote Clinical Innovation and Financial Value

Rotenstein, Lisa S; Wickner, Paige G.; Hauser, Lauren; Littlefield, Melissa Monique; Abbett, Sarah K.; Desrosiers, Jessica; Bates, David W.; Dudley, Jessica C.; Laskowski, Karl

doi:10.1016/j.jcjq.2018.12.004

Cited by 2 publications

(9 citation statements)

References 9 publications

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“…Of the 60 articles, 41 were descriptive, 15 were analytical, and four were conference papers (see Supplementary file 2 – Table S3, Table S4, and Table S5 3 , 11 , 12 , 15 , 16 , 20 , 24 , 25 , 35 , 39 , 43 , 49 - 97 for an overview of the extracted literature).Descriptive articles referred to non-theoretical empirical case studies published in peer-reviewed journals. The descriptive studies included no evaluation of the EDI initiative (n = 21), while others included evaluation that ranged from poor (n = 8) to strong (n = 12).…”

Section: Resultsmentioning

confidence: 99%

“…Studies explicitly reported the importance of collaborating with either a minority, or some or all employees in innovation efforts. In the dimension of EDI as a learning process, definitions placed a strong emphasis on empowering frontline workers to innovate through learning, discovering, and testing new ideas (eg, 20 , 78 ). EDI can be useful to frontline actors as they can obtain mentoring as well as leverage their innovative capacities or “innovative work behavior” (eg, 49 , 60 ).…”

Section: Resultsmentioning

confidence: 99%

“…Other top-down EDI were initiated to address challenges and ultimately improve care (n = 6). For example, Rotenstein 20 described how “increasing financial pressures, fluctuating payment models, and an increasing prevalence of clinician burnout” (p. 1) led to the development of “an internal investment program […] to improve care and reduce cost” (p. 3).…”

Section: Resultsmentioning

confidence: 99%

“…Several methods to operationalize the EDI process were used and more than half the studies mentioned learning, team and digital components (see Supplementary file 3 , Table S6, Table S7, and Table S8). 3 , 15 , 20 , 24 , 25 , 35 , 43 , 50 , 51 , 55 , 59 , 61 , 63 - 65 , 68 - 73 , 75 , 77 , 78 - 83 , 85 , 86 , 88 - 97…”

Section: Resultsmentioning

confidence: 99%

“… 17 For this reason, EDI is encouraged by national and local initiatives to involve frontline actors in healthcare improvement. Examples are the Robert Foundation programme ‘Transforming Care at the Bedside,’ 18 Kaiser Permanente’s Garfield Innovation Center, 19 the Boston Children’s Hospital, 20 and the Centre Hospitalier de l’Université de Montreal’s (CHUM’s) organizational and cultural transformation to stimulate bottom-up innovation.…”

Section: Introductionmentioning

confidence: 99%

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Employee-Driven Innovation in Health Organizations: Insights From a Scoping Review

Cadeddu¹,

Dare²,

Denis

2023

Int J Health Policy Manag

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Background: Employee-driven innovation (EDI) occurs when frontline actors in health organizations use their firsthand experience to spur new ideas to transform care. Despite its increasing prevalence in health organizations, the organizational conditions under which EDI is operationalized have received little scholarly attention. Methods: This scoping review identifies gaps and assembles existing knowledge on four questions: What is EDI in health organizations and which frontline actors are involved? What are the characteristics of the EDI process? What contextual factors enable or impede EDI? And what benefits does EDI bring to health organizations? We searched seven databases with keywords related to EDI in health organizations. After screening 1580 studies by title and abstract, we undertook full-text review of 453 articles, retaining 60 for analysis. We performed a descriptive and an inductive thematic analysis guided by the four questions. Results: Findings reveal an heterogeneous literature. Most articles are descriptive (n=41). Few studies are conceptual and empirical (n=15) and four are conference papers. EDI was often described as a participatory, learning innovation process involving frontline clinical and non-clinical staff and managers. Majority EDI were top-down, often driven by the organization’s focus on participatory improvement and innovation and research-based initiatives. Five categories of methods is used in top-down EDI, two thirds of which includes a learning, a team and/or a digital component. Hybrid EDI often involves a team-based component. Bottom-up EDI emerged spontaneously from the work of frontline actors. Enablers, barriers and benefits of EDI are seen at macro, organizational, team and individual levels; some benefits spread to other health organizations and health systems. Conclusion: This scoping review provides a comprehensive understanding of the organizational conditions under which EDI is operationalized. It offers insights for researchers, health organizations and policy makers about how and why frontline actors’ involvement is crucial for the transformation of care.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Employee-Driven Innovation in Health Organizations: Insights From a Scoping Review

Cadeddu¹,

Dare²,

Denis

2023

Int J Health Policy Manag

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Diffusion of excellence: evaluating a system to identify, replicate, and spread promising innovative practices across the Veterans health administration

Jackson,

Fix,

White

et al. 2024

Front. Health Serv.

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IntroductionThe Veterans Health Administration (VHA) Diffusion of Excellence (DoE) program provides a system to identify, replicate, and spread promising practices across the largest integrated healthcare system in the United States. DoE identifies innovations that have been successfully implemented in the VHA through a Shark Tank style competition. VHA facility and regional directors bid resources needed to replicate promising practices. Winning facilities/regions receive external facilitation to aid in replication/implementation over the course of a year. DoE staff then support diffusion of successful practices across the nationwide VHA.MethodsOrganized around the Reach, Effectiveness, Adoption, Implementation, and Maintenance (RE-AIM) Framework, we summarize results of an ongoing long-term mixed-methods implementation evaluation of DoE. Data sources include: Shark Tank application and bid details, tracking practice adoptions through a Diffusion Marketplace, characteristics of VHA facilities, focus groups with Shark Tank bidders, structured observations of DoE events, surveys of DoE program participants, and semi-structured interviews of national VHA program office leaders, VHA healthcare system/facility executives, practice developers, implementation teams and facilitators.ResultsIn the first eight Shark Tanks (2016–2022), 3,280 Shark Tank applications were submitted; 88 were designated DoE Promising Practices (i.e., practices receive facilitated replication). DoE has effectively spread practices across the VHA, with 1,440 documented instances of adoption/replication of practices across the VHA. This includes 180 adoptions/replications in facilities located in rural areas. Leadership decisions to adopt innovations are often based on big picture considerations such as constituency support and linkage to organizational goals. DoE Promising Practices that have the greatest national spread have been successfully replicated at new sites during the facilitated replication process, have close partnerships with VHA national program offices, and tend to be less expensive to implement. Two indicators of sustainment indicate that 56 of the 88 Promising Practices are still being diffused across the VHA; 56% of facilities originally replicating the practices have sustained them, even up to 6 years after the first Shark Tank.ConclusionDoE has developed a sustainable process for the identification, replication, and spread of promising practices as part of a learning health system committed to providing equitable access to high quality care.

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An Academic Medical Center-Based Incubator to Promote Clinical Innovation and Financial Value

Cited by 2 publications

References 9 publications

Employee-Driven Innovation in Health Organizations: Insights From a Scoping Review

Employee-Driven Innovation in Health Organizations: Insights From a Scoping Review

Diffusion of excellence: evaluating a system to identify, replicate, and spread promising innovative practices across the Veterans health administration

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