Table 12 Management strategies used in healthcare innovation

Cresswell et al. (2016)

Central coordination vs. Local collaboration

Both/and

Creating safe spaces for collaboration, incentives to encourage innovative activities, innovative funding models, and a climate that allows for experimentation and possible “failure“ (p. 779)

Rowe and Hogarth (2005)

External facilitation vs. Internal satisfaction

Both/and

Combining the change of external organizational attractors with the facilitation of exposure and debate to enable professionals and leaders to recognize and work toward future externally imposed models of health care through the lens of their own fundamental attractor patterns (p. 403)

Merkel et al. (2015)

Routine preservation vs. Interprofessional relations

Both/and

Moderation between poles and monitoring of conflicts about competences and responsibilities (p. 7)

Van Schendel et al. (2017)

Collaboration vs. Shifted tasks/responsibilities

Either/or

Conducting regular meetings to create better cooperation, close cooperation and stimulating mutual understanding between stakeholders (p. 8)

Hamilton et al. (2008)

Central development vs. Local adoption

Both/and

Identifying models that offer advantages to clinicians and managers (p. 9)

Kreindler (2017)

Standardization vs. Customization

Both/and

Establishing a coherent process based on the analysis of the entire trajectory of care of a patient population (p. 13)

Hoekstra et al. (2017)

Fidelity vs. Adaptability

Both/and

Identifying pre-defined ‘core components’ of the program that are needed to be implemented strictly according to the protocol while allowing a flexible implementation of the ‘adaptable elements’ of the program (p. 2)

Marjanovic et al. (2020)

Cooperation vs. Competition

Either/or

Strengthening cooperation by placing cross-organizational stakeholders in management positions (p. 292)

Shaller (2004)

Quality improvement vs. Implementation costs

Both/and

Building a sustainable business case that is based on a cost-benefit analysis and includes evidence that the intervention is saving (direct) costs of care as well as improving quality and non-monetary factors (p. 224)

Sharp et al. (2020)

Clinical practice vs. User requirements

Both/and

Mediating different user requirements through compromise in app design (p. 7)

Vito (2017)

Cooperation vs. Competition

Both/and

Collective Leadership that gives space for different roles and expectations and develops solutions collaboratively (p. 22)

Accountability demands vs. Creating value

Both/and

Adaptive leadership that fosters creativity and ideas among staff and leads with vision, flexibility and tolerance for risks and insecurities (p. 7)

Oboirien et al. (2018)

Range of competence vs. Perceived authority

Both/and

Facilitating role adaptation and integration into the health system through mentors that provide ongoing support (individual and institutional) (p. 10)

Malik et al. (2017)

Exploration of new vs. Exploitation of existing

Both/and

Facilitating of ambidexterity through changes in staff contextual conditions (e.g. hiring local (and regional) talent, developing performance management metrics for supervisors to facilitate the generation of new ideas, mentoring of frontline staff, flexible benefits, and training) (p. 1374)