Change and Innovation in Healthcare: Findings from Literature

Figures & data

Figure 1 Flow chart of the search strategy.

Figure 2 First biggest connected component.

Figure 3 Main path of the first biggest connected component.

Figure 4 Co-occurrence network of authors’ keywords.

Table 1 Summary of Results Obtained by Citation Network Analysis

Research Trajectory	Keywords	Articles	Future Development
Micro level perspective on change	Readiness for organizational change	Group 1: [^Citation64^–^Citation67,Citation69]	The effect of “individual change acceptance” (Jacobs et al, 2013) on successful change implementation
	Cynicism about organizational change	Group 2: [^Citation59,Citation60,Citation63,Citation70]	The individuals’ reactions to organizational change
Moving to integrated perspective on change	Change outcomes	Group 3: [^Citation58,Citation61,Citation68,Citation71]	Flanking the individual level perspective with the macro-focused one

Table 2 Clusters (1-4) Obtained by VOS (Visualization of Similarities) Clustering Technique

Cluster 1	Cluster 2	Cluster 3	Cluster 4
Engineering Change Management	Change	Change Management	Organizational Culture
Knowledge Management	Leadership	Project Management	Resistance
Transformational Leadership	Communication	Higher Education	Discourse
Commitment To Change	Management	Implementation	Sensemaking
Organizational Learning	Action Research	Information Technology	Participation
Strategic Planning	Evaluation	Organization	Ethnography
Strategy	Human Resource Management	E-Learning	Health Care
Organizational Development	Training	Simulation
Attitudes	Organization Development	Learning
Change Process	Organization Change	Organizational Change Management
Readiness For Change	Collaboration	Culture
Quality Improvement	Education
Supply Chain

Table 3 Clusters (5-8) Obtained by VOS (Visualization of Similarities) Clustering Technique

Cluster 5	Cluster 6	Cluster 7	Cluster 8
Innovation	Resistance to Change	Case Study	Organizational Change
Job Satisfaction	Sustainability	Risk	Organizational Change
Organizational Changes	Transformation	ERP	Institutional Theory
Performance	Strategic Change	Integration	Healthcare
Motivation	Corporate Social Responsibility		Emotions
Creativity			Public Sector
			Quantitative Research
			Australia
			e-Government
			Organizational Performance
			Stress

Table 4 Summary of Results Obtained by Co-Occurrence Keywords Analysis

Clusters	Research Trajectory	Articles
1	Organizational Change in the manufacturing context	[^Citation83,Citation85,Citation90,Citation91,Citation101,Citation103,Citation109]
2	Communication and training’s effect on organizational change and impact on leaders and employees	[^Citation75,Citation79,Citation99,Citation102,Citation106]
3	Information Technology and simulation as supportive tool to implement change initiatives	[^Citation73,Citation77,Citation96,Citation104]
4	Participation and learning to facilitate the organizational changes	[^Citation89,Citation92,Citation107]
5	Performance management issue in organizational change context and bottom-up change initiatives	[^Citation76,Citation82,Citation97]
6	Human dimension involved in the sustainability change initiatives	[^Citation74,Citation80]
7	Understanding the role of enabler in change initiatives	[^Citation72,Citation81,Citation84,Citation86,Citation87,Citation94,Citation98,Citation108]
8	The need of specific change’s models for healthcare organizations	[^Citation78,Citation88,Citation93,Citation95,Citation100,Citation105]

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