1 FEO, The Faculty of Social Sciences, Aalborg University, VBN2 Department of Sociology and Social Work, The Faculty of Social Sciences, Aalborg University, VBN3 The Faculty of Social Sciences, Aalborg University, VBN4 Management Accounting and Control, MAC, The Faculty of Social Sciences, Aalborg University, VBN5 Department of Business and Management, The Faculty of Social Sciences, Aalborg University, VBN6 Department of Health Science and Technology, The Faculty of Medicine, Aalborg University, VBN7 The Faculty of Medicine, Aalborg University, VBN8 Medical Informatics Group, The Faculty of Medicine, Aalborg University, VBN9 Dansk Center for Sundhedsinformatik, The Technical Faculty of IT and Design, Aalborg University, VBN
TELEKAT FindingsResultater fra TELEKAT
This paper presents partial results from a Danish longitudinal case study of ‘Telehomecare, chronic patients and the integrated healthcare system’ (the TELEKAT project). The purpose of the project as a whole is to develop and test a preventive home monitoring concept across sectors, enabling patients with chronic obstructive pulmonary disease (COPD) to avoid readmission, perform self monitoring and to maintain rehabilitation in their homes. The aim of the paper is to identify, analyze and discuss innovation dynamics in the COPD network and on a preliminary basis to identify implications for managing innovations in systemic networks. The main argument of this paper is that innovation dynamics in systemic networks should be understood as a complex interplay of four logics: 1) Fragmented innovation, 2) Interface innovation, 3) Competing innovation, 4) Co-innovation. The findings indicate that linear n-stage models by reducing complexity and flux end up focusing only on the surface of the network and are thus unable to grasp important aspects of network dynamics. The paper suggests that there is a need for a more dynamic innovation model able to grasp the whole picture of dynamics in systemic networks. Such a model must be able to frame a set of processes which continuously monitor, negotiate, combine and balance the four innovation logics.
Innovation Journal - Public Sector Innovation Journal, 2013, Vol 18, Issue 3, p. 1-18
Innovation in Network, Interorganizational Innovation and Dynamics, Healthcare Innovation