Abstract
Innovation in the U.S. healthcare system is often fragmented with various parts of the system producing unintended consequences for the system as a whole. Many U.S. health care organizations build strategies and innovate by focusing on the competition versus the needs of the customer, resulting in products or services that lack an improvement in cost, quality, or access. With changes and reforms expected and required in the U.S. health care system, health care organizations must be prepared to evolve or become obsolete. This study provides an assessment of how and to what degree health care organizations innovate and integrate to produce change in the U.S. health care system. Data were collected from more than 200 individual respondents representing 124 different health care related organizations through a mixed methods research, quantitative and qualitative. Results depicted significant relationships among the innovation and integration factors. Significant relationships also emerged among the innovation and innovation factors and the type of organizations assessed. Based on the synthesis of evidence and data from the research, a conceptual model for innovative and integrative change is defined. The findings and discussion provide guidance for C-Level Executives, Vice Presidents, Directors, and Managers of Product Strategy, Product Development, Marketing and Innovation functions and other health care organizations/service providers who are involved with the construction, implementation, and monitoring of health care.
Recommended Citation
Bowden, Dawn E.
(2010)
"An Investigation of the Innovation and Integration Capacity of U.S. Health Care Organizations,"
Journal of the North American Management Society: Vol. 5:
No.
1, Article 1.
Available at:
https://thekeep.eiu.edu/jnams/vol5/iss1/1