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Have We Misread the Psychology of Innovation A Case Study from Two NHS Hospitals

Have We Misread the Psychology of Innovation A Case Study from Two NHS Hospitals Describes a research project using a qualitative researchmethodology investigating innovation processes in two NHS hospitals.Employs a multiperspective approach to examine the perception ofinnovation processes by actors at different organizational levels,whereas past innovation research has predominantly adopted a managementperspective of innovation by concentrating upon the views and opinionsof senior managers exclusively. Data collection methods includesemistructured interviews, participant observation over a twomonthperiod, and document analysis 26 interviews were conducted, transcribedand their content analysed. Shows that the perception of the innovationprocess differs very much across individuals. Illustrates two differenttypes of innovation imposed and emergent each displayingsubstantively different developmental processes. Discusses theimplications of these findings from the perspective of the practisingmanager and the applied psychologist conducting research intoorganizational innovation and change processes. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Have We Misread the Psychology of Innovation A Case Study from Two NHS Hospitals

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0143-7739
DOI
10.1108/01437739210009581
Publisher site
See Article on Publisher Site

Abstract

Describes a research project using a qualitative researchmethodology investigating innovation processes in two NHS hospitals.Employs a multiperspective approach to examine the perception ofinnovation processes by actors at different organizational levels,whereas past innovation research has predominantly adopted a managementperspective of innovation by concentrating upon the views and opinionsof senior managers exclusively. Data collection methods includesemistructured interviews, participant observation over a twomonthperiod, and document analysis 26 interviews were conducted, transcribedand their content analysed. Shows that the perception of the innovationprocess differs very much across individuals. Illustrates two differenttypes of innovation imposed and emergent each displayingsubstantively different developmental processes. Discusses theimplications of these findings from the perspective of the practisingmanager and the applied psychologist conducting research intoorganizational innovation and change processes.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Feb 1, 1992

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