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Implementing managerial innovations: Lessons from two case studies
Bérard, E., Bonnier, C., Saulpic, O., Zarlowski, P.
BERARD, E., BONNIER, C., SAULPIC, O.,
ZARLOWSKI, P. (2015)"Implementing managerial innovations: Lessons
from two case studies", British
Journal of Healthcare Management, 21(3), 125-129
Abstract
Objectives: To address the challenges of implementing managerial
innovations in hospitals. Setting: Two mid-size French public
hospitals. Methods: Longitudinal case studies. Results: In the two
cases presented, managerial innovations (new financial dashboards)
were considered central by both clinicians and management to adapt
to recent institutional changes and increased economic pressures.
However, these innovations failed to support the change processes
as initially expected, even though actors did grow accustomed to
new approaches, roles, and modes of reasoning in the process.
Conclusion: When implemented in a specific organisational context,
management tools interact strongly with the environment, thus
creating local situations that depend both on the tools and the
sociotechnical context. In practice, the tools' actual functions
may be richer than merely that of a control or decision support.
Therefore, some key points need to be addressed by managers to
better support the process at work when implementing
innovations.