Diffusion of innovations in service organizations: Systematic review and recommendations

2004

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Diffusion of innovations in service organizations: Systematic review and recommendations

This article summarizes an extensive literature review addressing the question, How can we spread and sustain innovations in health service delivery and organization?

It considers both content (defining and measuring the diffusion of innovation in organizations) and process (reviewing the literature in a systematic and reproducible way).

This article discusses (1) a parsimonious and evidence-based model for considering the diffusion of innovations in health service organizations, (2) clear knowledge gaps where further research should be focused, and (3) a robust and transferable methodology for systematically reviewing health service policy and management. Both the model and the method should be tested more widely in a range of contexts.

Material prepared for conference session at the 2017 American Evaluation Association conference How can we support people to put their learning about new evaluation methods and innovations into practice? Led by Patricia Rogers and Jane Davidson Sat, Nov 11, 2017 (11:15 AM - 12:00 PM) Thurgood Marshall East, Washington Marriott Wardman Park.

The Innovation	Relative advantage Compatability Low complexity Trialability Observability Potential for reinvention Fuzzy boundaries Risk Task issues Nature of knowledge acquired (tacit/explicit) Technical support
Communication and influence	From diffusion (informal, unplanned) to dissemination (formal, planned) Social networks Homophily Peer opinion Marketing Expert opinion Champions Boundary spanners Change agents

Outer context	Sociopolitical climate Incentives and mandates Interorganizational norm-setting and networks Environmental stability
System antecedents for innovation	Structure: Size/maturity Formalization Differentiation Decentralization Slack resources Absorptive capacity for new knowledge Pre-existing knowledge/skills base Ability to find, interpret, recodify and integrate new knowledge Enablement of knowledge sharing via internal and external networks Receptive context for change Leadership and vision Good managerial relations Risk-taking climate Clear goals and priorities High-quality data capture
System readiness for innovation	Tension for change Innovation-system fit Power balances (supporters vs opponents) Assessment of implications Dedicated time/resources Monitoring and feedback
Linkage	Design Stage Shared meanings and mission Effective knowledge transfer User involvement in specification Capture of user-led innovation Implementation stage Communication and information User orientation Product augmentation eg technical help Project management support
Adopter	Needs Motivation Values and goals Skills Learning style Social networks
Assimilation	Complex, non-linear process “Soft periphery” elements
Implementation process	Decision making devolved to frontline teams Hands-on approach by leaders and managers Human resource issues, especially training Dedicated resources Internal communication External collaboration Reinvention/development Feedback on progress

Sources

Greenhalgh, T., Robert, G., Macfarlane, F., Bate, P., & Kyriakidou, O. (2004). Diffusion of Innovations in Service Organizations: Systematic Review and Recommendations. The Milbank Quarterly, 82(4), 581–629. http://doi.org/10.1111/j.0887-378X.2004.00325.x