Williams Iestyn
Health Services Management Centre, University of Birmingham, Birmingham, UK.
Health Serv Manage Res. 2011 Nov;24(4):213-8. doi: 10.1258/hsmr.2011.011014.
There is no single intervention that will trigger or ensure innovation in health care, as the interaction between the innovation and the context of its introduction is necessarily complex and variable. Although academic attention has recently turned to the role of organizations in promoting and embedding innovation, this literature remains light on prescription, and tends to ignore the issue of substitution and disengagement. Innovation needs to be adapted as well as adopted into organizational contexts and receptive climates for innovation can only be developed incrementally over time. This paper identifies recommendations for increasing the readiness of health-care organizations for innovation. Key organizational strategies for embedding innovation include: development of incentives; sophisticated knowledge management; interfunctional and interorganizational coordination and collaboration; and development of an innovation infrastructure. More attention is required to substitution and disengagement of interventions and practices (exnovation) in the current economic climate.
没有单一的干预措施能够引发或确保医疗保健领域的创新，因为创新与其引入背景之间的相互作用必然是复杂多变的。尽管学术关注最近转向了组织在促进和融入创新方面的作用，但这方面的文献在建议方面仍较为薄弱，并且往往忽视替代和脱离接触的问题。创新需要进行调整并融入组织环境，而有利于创新的环境只能随着时间的推移逐步发展。本文确定了提高医疗保健组织创新准备程度的建议。融入创新的关键组织战略包括：制定激励措施；完善知识管理；跨职能和跨组织的协调与协作；以及建立创新基础设施。在当前经济环境下，需要更多地关注干预措施和实践的替代与脱离接触（摒弃创新）。
