ArticleJournal of multidisciplinary healthcare2025
A Multidisciplinary and Longitudinal Framework for Enhancing Innovation Efficiency in Healthcare Systems.
Article in Journal of multidisciplinary healthcare, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
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Who cites it
1 citing paper in PubMed.
- Innovating for Health: Measuring the Path of Global Innovation in Healthcare Systems.Healthcare (Basel, Switzerland) · 2025Article
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
7 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Introduction: Healthcare spending constitutes a significant portion of the GDP. Innovation in healthcare lowers healthcare costs, improves outcomes, and increases service quality. Several obstacles hinder most innovative efforts in hospitals. Often, supposed innovative solutions fail to address existing problems, which do not translate into market-ready solutions and lack economic or social value. Improvement in healthcare innovation efficiency saves a considerable amount of money and lives. Drawing on multidisciplinary frameworks of concepts and practices, this study develops a comprehensive methodology to change hospital innovation organizational culture and improve innovation efficiency. Methods: We designed a comprehensive framework from problem identification through to product development involving university students, clinical staff, medical doctors, and researchers working in a non-medical field. Two novel elements were introduced: the Champion Network (medical doctors) and the Discovery Team (members working in non-medical fields). Coaching and mentoring the clinical staff, innovation courses, and hackathon events for students were also part of the framework. Results: The involvement of clinical staff and the number of intellectual product disclosures increased by an average of 10% in 3 years despite the COVID-19 challenge. Out of many identified problems, IT and process management stood out as a general problem in all eight analyzed clinics. Hardware and software solutions were created during the program. Discussion: Introducing various layers of participants in the innovation process, including non-medical professionals and students, changes the attitude of healthcare professionals towards innovation and can result in a product or service development addressing real-life needs. Our research shows that a holistic approach involving healthcare professionals and non-medical experts from various levels in their careers, ranging from undergraduate students to senior leaders, changes innovation culture and generates solutions for existing real-life problems.
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Registered trials
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