Table 2 Sampling of Empirical Studies of Complexity and Innovation in Healthcare
From: Examining innovation in hospital units: a complex adaptive systems approach
Author, Date | Findings related to complexity | Innovation Focus | Measurement of Complexity | Other factors related to innovation and complexity |
|---|---|---|---|---|
Cockerill et al., 1999 | Complexity was not found to be a significant predictor of adoption of a managerial innovation (resource planning tool) | Adoption | Teaching hospital status | Perceived value and accuracy of innovation, ease of use, resource planning, and physician support |
Glandon et al., 1995 | Complexity was correlated with the adoption of a managerial innovation (cost accounting systems) | Adoption | Teaching hospital status | n/a |
Meyer and Goes, 1988 | A combined scale of organizational size, complexity, and strategy (eagerness to penetrate new markets) significantly impacted innovation assimilation | Adoption | Availability of 24 distinct medical services; i.e., horizontal differentiation. | Medical specialization and CEOs as influential proponents of innovation |
Hage and Dewar, 1973 | Complexity was significantly correlated with the adoption of new programs. | Adaptation and Adoption | Two complexity variables: number of different operational specialties and involvement in professional societies | CEOs and leaders as influential proponents of innovation |
Hage and Aiken, 1967 | Complexity was correlated with the rate of program change, but not a significant predictor when controlling for other organizational variables (age, size) | Adoption | Three complexity variables- number of different professional specialties, amount of professional training, and the extra-organizational professional activity | Staff attitudes toward change was slightly, but negatively correlated with the rate of program change (−0.14) |