Innovation management is relevant to improving and increasing performance in healthcare organizations (Dey, Hariharan, & Ho, 2009 Fleuren, Paulussen, Van Dommelen, & Van Buuren, 2014). The diffusion of the New Public Management philosophy (Gruening, 2001 OECD, 2010 Pollitt & Bouckaert, 2000) determine an increasing innovation in the public field. OECD‘s countries in the last 15 years are changing their public management systems (Keating, 2001). This offers a more solid conceptualization for managing intellectual capital in healthcare organizations with respect to previous studies and creates value in the ecosystem. This article provides a conceptual framework based on the linkage of two fundamental streams of management studies, which correspond to innovation diffusion and intellectual capital management. It aims at exploring three knowledge-based activities as value co-creation, market access and digital servitization that respond to different intellectual capital levels components (human, relational, structural). This paper provides implications for the stream of literature about intellectual capital in healthcare organizations. Third, a digital servitization strategy is referred to the structural capital. Second, the market access approach to promote innovation is reported to the relational capital. First, a value co-creation strategy to develop capabilities for each health stakeholder is intended as human capital. The results show that three knowledge-based activities of the healthcare ecosystem shape the basis of the proposed conceptual framework. market access approach) make to intellectual capital in healthcare organizations to promote innovation and create value. This article demonstrates, based on previous literature and theoretical speculations, the contribution that innovative knowledge-based activities (e.g. We have tracked the pivotal extant studies for catching the roots and dynamics at the base of diffusion of healthcare innovation. To answer the research question, we adopted a conceptual approach aimed at reaching overall comprehension of healthcare innovation mechanisms. This process concerns not only buyers and sellers of industrial products/services but, more widely, larger networks of healthcare actors which include patients, payers and health institutions. The present article aims at rising stream of literature about intellectual capital in healthcare organizations, by exploring how knowledge-based activities are designed to promote innovation and create value. Although LFA has been used extensively for project development to source funds from development banks, its application in quality improvement within healthcare projects is scant. LFA is a novel approach for the implementation of CQI programs. It also provides a basis for further quantitative research on quality management through the identification of key performance indicators and facilitates the development of a business case for improvement. LFA enables top management to obtain an integrated view of performance. It also adopts a bottom-up approach when this can be triangulated with other sources of data. For validation purposes, it would be ideal to analyse in other settings within the same hospital, as well as in several hospitals. This paper applies LFA in specific, albeit, diverse settings in one hospital. LFA proved to be effective to analyse quality issues and suggest improvement measures objectively. This study shows substantial improvement in quality across the three settings. Third, project plan template using logical framework (LOGFRAME) is created for each setting. Second, objective trees are formed suggesting solutions to the quality issues.
First, problem trees are developed in order to determine the root causes of quality issues, specific to the three settings.
LFA is implemented within three diverse settings, namely, intensive care unit, surgical ward, and acute in-patient psychiatric ward. This study adopts a multiple case study approach. The purpose of this paper is to present the application of logical framework analysis (LFA) for implementing continuous quality improvement (CQI) across multiple settings in a tertiary care hospital.
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