Details
| Originalsprache | Englisch |
|---|---|
| Seiten (von - bis) | 127-157 |
| Seitenumfang | 31 |
| Fachzeitschrift | Public management review |
| Jahrgang | 13 |
| Ausgabenummer | 1 |
| Publikationsstatus | Veröffentlicht - Jan. 2011 |
Abstract
In order to meet the needs of their multiple stakeholders, public sector organizations are increasingly asked to improve the efficiency and quality of their services. With this respect, the implementation of innovations has been advocated as a means to accomplish this challenging task. Empirical evidence reveals, however, that organizations frequently struggle to implement innovations or fail to achieve the intended benefits of adopted innovations. Despite widespread interest in this issue, the literature does not provide convincing explanations as to why this occurs, with implementation processes largely treated as a 'black box' in existing research. This article addresses this research gap by analyzing the underlying dynamics that shape implementation activities. A multiple case study design is used to research into the implementation of a process innovation in five public hospitals. The findings show substantial differences between the cases in regard to implementation success which can be attributed to idiosyncratic process dynamics.
ASJC Scopus Sachgebiete
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Management-Informationssysteme
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Technologie- und Innovationsmanagement
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in: Public management review, Jahrgang 13, Nr. 1, 01.2011, S. 127-157.
Publikation: Beitrag in Fachzeitschrift › Artikel › Forschung › Peer-Review
}
TY - JOUR
T1 - Insights into the process dynamics of innovation implementation
T2 - The case of public hospitals in Germany
AU - Piening, Erk P.
PY - 2011/1
Y1 - 2011/1
N2 - In order to meet the needs of their multiple stakeholders, public sector organizations are increasingly asked to improve the efficiency and quality of their services. With this respect, the implementation of innovations has been advocated as a means to accomplish this challenging task. Empirical evidence reveals, however, that organizations frequently struggle to implement innovations or fail to achieve the intended benefits of adopted innovations. Despite widespread interest in this issue, the literature does not provide convincing explanations as to why this occurs, with implementation processes largely treated as a 'black box' in existing research. This article addresses this research gap by analyzing the underlying dynamics that shape implementation activities. A multiple case study design is used to research into the implementation of a process innovation in five public hospitals. The findings show substantial differences between the cases in regard to implementation success which can be attributed to idiosyncratic process dynamics.
AB - In order to meet the needs of their multiple stakeholders, public sector organizations are increasingly asked to improve the efficiency and quality of their services. With this respect, the implementation of innovations has been advocated as a means to accomplish this challenging task. Empirical evidence reveals, however, that organizations frequently struggle to implement innovations or fail to achieve the intended benefits of adopted innovations. Despite widespread interest in this issue, the literature does not provide convincing explanations as to why this occurs, with implementation processes largely treated as a 'black box' in existing research. This article addresses this research gap by analyzing the underlying dynamics that shape implementation activities. A multiple case study design is used to research into the implementation of a process innovation in five public hospitals. The findings show substantial differences between the cases in regard to implementation success which can be attributed to idiosyncratic process dynamics.
KW - Dynamic capabilities
KW - Implementation processes
KW - Innovation
KW - Public hospitals
UR - http://www.scopus.com/inward/record.url?scp=79851502302&partnerID=8YFLogxK
U2 - 10.1080/14719037.2010.501615
DO - 10.1080/14719037.2010.501615
M3 - Article
AN - SCOPUS:79851502302
VL - 13
SP - 127
EP - 157
JO - Public management review
JF - Public management review
SN - 1471-9037
IS - 1
ER -