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Table 2 (Main) factors contributing to innovation readiness researched in the included studies

From: Factors contributing to innovation readiness in health care organizations: a scoping review

 Main factor

Sub-factor

Definition of factor

Strategic course for innovation 

 

Strategic course for innovation refers to top management preparing the organization’s long-term direction to become innovation ready. It articulates the role and the importance of innovation for the organization in terms of strategic course and defines the allocation of resources between current operations and innovation

[50, 63, 70]

Innovation strategy

Innovation strategy concerns the alignment of innovation goals with the overall corporate strategy and prioritizes the desirable actions of employees

[39, 40, 52, 56, 57, 62, 66, 79]

Innovation program

Innovation program refers to the coordinated plans and actions that an organization undertakes to implement the innovation strategy

[39, 40, 57, 62, 66]

Innovation process

Innovation process concerns the policies and the steps that are taken in (part of) the organization from the idea of the innovation to sustaining the innovation

[43, 53]

Inter-organizational links

Inter-organizational links concern the relations of an organization with other organizations and how the organization uses these links to enhance innovation readiness

Climate for innovation

 

Climate for innovation concerns creating a supportive organizational environment that contributes to innovation readiness and focuses both at the team and organizational levels

[20, 46, 55, 58, 60, 61, 65, 71, 72, 77]

Innovative organizational culture

Innovative organizational culture concerns the way employees collectively think, behave and believe in relation to innovation readiness

[38, 44, 69, 74, 75, 80]

Room for learning

Room for learning concerns an environment that encourages the organization and employees to learn, reflect and acquire the knowledge and skills contributing to innovation readiness

Leadership for innovation

 

Leadership for innovation concerns the role of leadership of top and middle management to contribute to innovation readiness

[54, 64, 68]

Leadership style

Leadership style concerns the attitude and behavior of managers in leading the way to become innovation ready

[42, 45, 49, 51, 76]

Middle manager’s role

The middle manager’s role concerns the responsibilities and motivation of middle managers for innovation readiness

Commitment to innovation 

 

Commitment to innovation concerns organizational actions aimed at the attitude, training and development of individual employees to support them in their individual readiness to get better at innovating

[48, 59, 67, 73]

Innovative behavior

Innovative behavior concerns employees undertaking innovative actions contributing to innovation readiness

[47, 78]

Innovative competencies

Innovative competencies concern the skills and motivation of employees to contribute to the innovation readiness of the organization