Responsible innovation in venture creation and firm development: the case of digital innovation in healthcare and welfare services

Figures & data

Table 1. Description of the case firms, their status and sources of data.

Firms	Established	Products/Services	Purpose	Target groups/ customers	Interview^a data Round 1	Interview data Round 2	Status
S1	2015	Digital Platform where care providers, administrators and external suppliers of e-learning materials interact and update their knowledge and monitor their progress.	Competence building	Healthcare workers	CEO and Project manager	CEO	Start-up pre-launched
S2	2014	Digital application (app) for collecting and owning personal experience data that can be shared or even traded.	Empowering Users	Publics	Project manager	Project manager and CEO	Start-up pre-launched
S3	2016	Digital platform for interaction and coordinating services.	Coordination competence building	NGOs and volunteer organisations in healthcare services	CEO	CEO	Start-up pre-launched
L1	2012	Digital self-health assessment application (app) for monitoring lifestyle to improve and maintain physical and mental well-being.	Healthy and active living	Students, employees, senior citizens	CEO	CEO	Start-up launched
L2	2015	Smartwatch-based automatic health alarm with two-way communication capacity in a compact package.	Minimising health risk	Individual user	CEO	CEO	Start-up launched
L3	2012	GSM-and GPS-based security alarm.	Safety solution	Older citizens living alone at homes/ care homes	Project manager	Project manager	Start-up launched
E1	1998	Digital platform for clinical collaboration and security services	Quick, improved quality and cost-effective healthcare delivery/ e-health	Offshore businesses	Project manager	Project manager	Established
E2	1980	Integrated digital comments in comfort wheelchairs/ smart wheelchairs.	Independent living	Handicapped individuals	CEO	CEO	Established
E3	1940	Integration of digital components to patients’ simulators for increased risk-free training in emergency care.	Help save lives	Healthcare professionals Healthcare educators Publics	Technical director-patient care & Project manager	Technical director & Quality assurance (QA) director	Established

^a Interview data of 14 stakeholders in round 1 and 2 stakeholders in round 2 were also included. The stakeholder group is common for all the firms since they are from the same region and same cluster.

Table 2. Findings on RI practices and contribution to building OC in venture creation and firm development.

RI dimension	Who	When	What	How	Outcomes	Implications for Opportunity confidence
Inclusion	Customers Experts Consumers/Users Investors Potential users Next of kin of potential users	At different stages of venture creation	Ideas, opinion, emotions, knowledge and experience	Workshops Surveys Open innovation Open network Crowdsourcing	Access to new knowledge/ resources Experiential learning Knowledge Sharing/creativity Mutual benefits Empowerment	Feasibility belief: knowledge, resources, potential success, alternatives options, investment, partnership, collaboration opportunities Self-efficacy belief: Mutual and experiential learning, interactions Trust building Reputation
Anticipation		Mainly at the beginning	Risk Privacy Uncertainty Safety Expectations Potential benefits	Forecasting Scenario analysis Probability Technology assessment	Awareness of consequences, but mostly limited to financial risks
Reflexivity		Throughout	Purpose Motivation Scope Quality Value	Business model Mission statement Impact	Customer relationship Support Ripple effect
Responsiveness		At different stages, but most commonly in the testing phase	Users and stakeholders’ feedback concerns worries	Change in design Constant modification and improvement of products Chang in business models	Mutual understanding Respect Care Adaptive capability Dynamic capability