Translating employee-driven innovation in healthcare: Bricolage and the mobilization of scarce resources

References

• Ashburner, L., Ferlie, E., & Fitzgerald, L. (1996). Organizational transformation and top-down change: The case of the NHS. British Journal of Management, 7(1), 1–16. https://doi.org/10.1111/j.1467-8551.1996.tb00102.x
   Google Scholar
• Baker, T., & Nelson, R. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329–366. https://doi.org/10.2189%2Fasqu.2005.50.3.329
   Web of Science ®Google Scholar
• Barlow, J. (2013). Strengthening the spread of innovation in the UK’s National Health Service. In S. P. Osborne, & L. Brown (Eds.), Handbook of Innovation in Public Services. Edward Elgar.
   Google Scholar
• Borins, S. (2006). The challenge of innovating in Government (Second Edition). The IBM Centre for the Business of Government.
   Google Scholar
• Buchanan, D. A., Fitzgerald, L., & Ketley, D. (eds.). (2006). The Sustainability and Spread of Organizational Change: Modernizing healthcare. Routledge.
   Google Scholar
• Bugge, M., & Bloch, C. (2016). Between bricolage and breakthroughs—framing the many faces of public sector innovation. Public Money & Management, 36(4), 281–288. https://doi.org/10.1080/09540962.2016.1162599
   Web of Science ®Google Scholar
• Callon, M. (1984). Some elements of a sociology of translation: domestication of the scallops and the fishermen of St Brieuc Bay. The Sociological Review, 32(1), 196–233. https://doi.org/10.1111%2Fj.1467-954X.1984.tb00113.x
   Web of Science ®Google Scholar
• Department of Health. (2010). Equity and excellence: Liberating the NHS. HMSO. Available at: http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance/DH_117353.
   Google Scholar
• Department of Health. (2011). Innovation, health and wealth: Accelerating adoption and diffusion in the NHS. Department of Health NHS Improvement & Efficiency Directorate, Innovation and Service Improvement: Crown.
   Google Scholar
• Di Domenico, M., Haugh, H., & Tracey, P. (2010). Social bricolage: Theorizing social value creation in social enterprises. Entrepreneurship Theory and Practice, 34(4), 681–703. https://doi.org/10.1111%2Fj.1540-6520.2010.00370.x
   Web of Science ®Google Scholar
• Dopson, S. (2005). The diffusion of medical innovations: Can figurational sociology contribute? Organization Studies, 26(8), 1125–1144. https://doi.org/10.1177%2F0170840605053545
   Web of Science ®Google Scholar
• Duymedjian, R., & Rüling, C. (2010). Towards a foundation of bricolage in organization and management theory. Organization Studies, 31(2), 133–151. https://doi.org/10.1177%2F0170840609347051
   Web of Science ®Google Scholar
• Exworthy, M., & Halford, S. (eds.). (1999). Professionals and the new managerialism in the public sector: conflict, compromise and collaboration. Open University Press.
   Google Scholar
• Ferlie, E. (1994). The creation and evolution of quasi markets in the public sector: early evidence from the National Health Service. Policy & Politics, 22(2), 105–112. https://doi.org/10.1332/030557394782453744
   Web of Science ®Google Scholar
• Ferlie, E., Fitzgerald, L., McGivern, G., Dopson, S., & Bennett, C. (2013). Making wicked problems governable?: The case of managed networks in health care. Oxford University Press.
   Google Scholar
• Fitzgerald, L., & McDermott, A. (2017). Challenging perspectives on organizational change in health care. Routledge.
   Google Scholar
• Fuglsang, L. (2010). Bricolage and invisible innovation in public service innovation. Journal of Innovation Economics Management, 1(5), 67–87. DOI : 10.3917/jie.005.0067
   Google Scholar
• Fuller, A., Halford, S., Lyle, K., Taylor, R., & Teglborg, A. C. (2018). Innovating for a cause: the work and learning required to create a new approach to healthcare for homeless people. Journal of Education and Work, 31(3), 219–233. https://doi.org/10.1080/13639080.2018.1447654
   Web of Science ®Google Scholar
• Garud, R., & Karnøe, P. (2003). Bricolage versus breakthrough: distributed and embedded agency in technology entrepreneurship. Research Policy, 32(2), 277–300. https://doi.org/10.1016/S0048-7333(02)00100-2
   Web of Science ®Google Scholar
• Greenhalgh, T., Barton-Sweeney, C., & Macfarlane, F. (2013). Exploring the diffusion and sustainability of service innovation in healthcare. In S. P. Osborne, & L. Brown (Eds.), Handbook of innovation in public services. Edward Elgar.
   Google Scholar
• 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. https://doi.org/10.1111/j.0887-378X.2004.00325.x
   PubMed Web of Science ®Google Scholar
• Halford, S., Fuller, A., Lyle, K., & Taylor, R. (2019). Organizing Health Inequalities? Employee-Driven Innovation and the Transformation of Care. Sociological Research Online, 24(1), 3–20. https://doi.org/10.1177%2F1360780418790272
   Web of Science ®Google Scholar
• Halford, S., Lotherington, A. T., Obstfelder, A., & Dyb, K. (2010). Getting the whole Picture? New information and communication technologies in healthcare work and organization. Information, Communication & Society, 13(3), 442-465. https://doi.org/10.1080/13691180903095856
   Web of Science ®Google Scholar
• Halme, M., Lindeman, S., & Linna, P. (2012). Innovation for inclusive business: Intrapreneurial bricolage in multinational corporations. Journal of Management Studies, 49(4), 743–784. https://doi.org/10.1111/j.1467-6486.2012.01045.x
   Web of Science ®Google Scholar
• Ham, C. (2014). Reforming the NHS from within: Beyond hierarchy, inspection and markets. The King’s Fund.
   Google Scholar
• Hargrave, T., & Van de Ven, A. (2006). A collective action model of institutional innovation. Academy of Management Review, 31(4), 864–888. https://doi.org/10.5465/amr.2006.22527458
   Web of Science ®Google Scholar
• Hartley, J. (2005). Innovation in governance and public services: Past and present. Public Money and Management, 25(1), 27–34. https://doi.org/10.1111/j.1467-9302.2005.00447.x
   Web of Science ®Google Scholar
• Hartswood, M., Procter, R., Rouncefield, M., & Slack, R. (2003). Making a case in medical work: implications for the electronic patient record. Computer Supported Cooperative Work, 12(3), 241–266. https://doi.org/10.1023/A:1025055829026
   Google Scholar
• Høyrup, S. (2012). A new phenomenon, concept and mode of innovation. In S. Høyrup, M. Bonnafous-Boucher, C. Hasse, M. Lotz, & K. Moller (Eds.), Employee-driven innovation: A new approach. Palgrave Macmillan.
   Google Scholar
• Kesting, P., & Ulhøi, P. (2010). Employee-driven innovation: extending the license to foster innovation. Management Decision, 48(1), 65–84. https://doi.org/10.1108/00251741011014463
   Web of Science ®Google Scholar
• Leadbeater, C. (2004). Personalisation through participation: A new script for public services. Demos.
   Google Scholar
• Lévi-Strauss, C. (1966). The Savage Mind. University of Chicago.
   Google Scholar
• Lynn, L. (2013). Innovation and reform in public administration: One subject or two? In S. P. Osborne, & L. Brown (Eds.), Handbook of innovation in public services. Edward Elgar.
   Google Scholar
• May, C., Finch, T., Mair, F., & Mort, M. (2005). Towards a wireless patient: Chronic illness, scarce care and technological innovation in the United Kingdom. Social Science & Medicine, 61(7), 1485–1494. https://doi.org/10.1016/j.socscimed.2005.03.008
   PubMed Web of Science ®Google Scholar
• Nählinder, J., & Fogelberg Eriksson, A. (2019). Outcome, process and support: Analysing aspects of innovation in public sector organizations. Public Money & Management, 39(6), 443–449. https://doi.org/10.1080/09540962.2018.1559617
   Web of Science ®Google Scholar
• Nicolini, D. (2010). Medical innovation as a process of translation: a case from the field of telemedicine. British Journal of Management, 21(4), 1011–1026. https://doi.org/10.1111/j.1467-8551.2008.00627.x
   Web of Science ®Google Scholar
• Osborne, S., & Brown, L. (eds.). (2013). Handbook of innovation in public services. Edward Elgar.
   Google Scholar
• Pettigrew, A., Ferlie, E., & McKee, L. (1992). Shaping strategic change—The case of the NHS in the 1980s. Public Money & Management, 12(3), 27–31. https://doi.org/10.1080/09540969209387719
   Google Scholar
• Pope, C., Halford, S., Turnbull, J., Prichard, J., Calestani, M., & May, C. (2013). Using computer decision support systems in NHS emergency and urgent care: Ethnographic study using normalisation process theory. BMC Health Services Research, 13(1), 111. https://doi.org/10.1186/1472-6963-13-111
   PubMed Web of Science ®Google Scholar
• Pope, C., Robert, G., Bate, P., Le May, A., & Gabbay, J. (2006). Lost in translation: a multi-level case study of the metamorphosis of meanings and action in public sector organizational innovation. Public Administration, 84(1), 59–79. https://doi.org/10.1111/j.0033-3298.2006.00493.x
   Web of Science ®Google Scholar
• Price, O., Boud, D., & Scheeres, H. (2012). Creating work: employee-driven innovation through work practice reconstruction. In S. Høyrup, M. Bonnafous-Boucher, C. Hasse, M. Lotz, & K. Moller (Eds.), Employee-driven Innovation: A New Approach. Palgrave Macmillan.
   Google Scholar
• Secretary of State for Health. (2000). The NHS plan. The Stationery Office.
   Google Scholar
• Teglborg, A. C., Fuller, A., Halford, S., Lyle, K., & Taylor, R. (2018). An intrapreneurial adventure aimed at helping homeless people. Entreprendre Innover, (4), 31-44.
   Google Scholar
• Teglborg, A. C., Redien-Collot, R., Bonnafous-Boucher, M., & Viala, C. (2012). Employee-driven innovation: Operating in a Chiaroscuro. In S. Høyrup, M. Bonnafous-Boucher, C. Hasse, M. Lotz, & K. Moller (Eds.), Employee-driven Innovation. Palgrave Macmillan.
   Google Scholar
• Tuohy, C. H. (1999). Accidental logics: The dynamics of change in the health care arena in the United States, Britain, and Canada. Oxford University Press.
   Google Scholar
• Yin, R. (2009). Case study research: design and methods. Sage.
   Google Scholar