Implementing complex innovations in fluid multi-stakeholder environments: Experiences of ‘telecare’

Abstract

Abstract'Telecare' is the use of information and communication technology to facilitate health and social care delivery to individuals in their own homes. Governments around the world are seeking to introduce telecare partly to help address the challenges posed by an ageing society. Telecare is inherently complex to implement and operate because it involves combination of technological and organisational innovation in an environment of diverse stakeholders.Using research on two telecare schemes in the UK, the paper explores the way project complexity, organisational context and project management approach interacted during the planning and implementation phases. The paper discusses how insights from research in related areas, including medical technology and service sector innovation in general, could help to explain why From: Technovation (forthcoming) NOT TO BE QUOTED WITHOUT PERMISSION 2 mainstream telecare delivery has been difficult and draws conclusions on the role of project management in the implementation of innovation.

An evaluation model for the implementation of hospital information system in public hospitals using multi-criteria-decision-making (MCDM) approaches

“…Hence, perceived system complexity by all hospitals are low. Barlow et al [133] found that to achieve a successful project plan, assigning a skilled team to fulfill the plan will undoubtedly be the crucial factors at the final stage of telecare adoption. Nilashi et al [25] and Ahmadi et al [5] strongly suggest that Malaysian public hospitals should not overlook the importance of vendor support if they want to successfully implement HIS.…”

Exploring Serres' Atlas, Hodges' Knowledge Domains and the Fusion of Informatics and Cultural Horizons

“…Listen carefully, as inside the seniors are cared for at home (touched) remotely courtesy of telecare solutions. The values here of course extend from inappropriate use of informatics to lack of access to such services (Barlow et al, 2006).…”

Alliance strategy: context, process, and requirements

“…In the area of health care and education, stakeholders develop new network level concepts and technologies to improve standardization and quality (Matlay, 2011); sharing technologies and implementing innovations such as telecare may offer service delivery advantages while reducing costs (Barlow et al, 2006;Estep, 2012 (Morabito, 2010).…”

“…In addition, for broader ISS legitimacy, it may be useful to keep external stakeholders updated (Messinger, 2013). (2) Managing phases is a process that interacts with stakeholder management and organizational contexts (Barlow et al, 2006). Several parameters of phase-based management are to be defined, such as how fast the project progresses, who gets involved in the project, how the project is structured, and how radical the innovations are that stakeholders strive for.…”

“…Informally, representatives of participating organizations cooperate on a personal basis, in conjunction with their intra-organizational responsibilities and networks. Between organizations, representatives are to develop mutual understanding as well as shared insights in the potential and application of ISS concepts (Barlow et al, 2006).…”