Abstract
Abstract This article explores the structure of connections between the hospitals that are members of a hospital management innovation and learning network. This study was based on the assumption that there are limitations to encourage the communication and diffusion of knowledge between health service organizations if they are not effectively connected through social networks. Social Network Analysis was used as a strategy for monitoring the dissemination of information between hospitals. Theoretical concepts of diffusion of knowledge allowed emphasizing the role of the phenomena and communication and learning processes as the driving forces for health service innovation. The results showed weak interactions between hospitals and a lack of cohesion within the network. Therefore, there is a need for policies to promote the flow of data and information, which requires network openness to foster the exchange of innovative processes. Interactions between these hospitals in horizontal and disseminated structures have yet to be stimulated, established, incorporated, and developed by individuals, institutions and health service organizations.
Highlights
Introduction between the Health CareNetworks of the Sistema Único de Saúde (SUS, Brazilian Unified NationalOrganizations that innovate depend on their Health System).board and staff members’ actions towards the increase of their cognitive abilities
The questionnaire was applied to enable the modeling of the structure of the hospital organization’s relationships and the actors’ behavior based on three types of interaction: Type 1 (T1) - interaction in which procedures are developed; Type 2 (T2) - interaction in which there is clarification of doubts; and Type 3 (T3) - interaction in which successful innovative management processes are shared
Social Network Analysis metrics can reveal relationships between organizations, such as who are the most active members of a network or those who are disconnected from the majority of members
Summary
Refers to the adoption of complex innovations in service organizations; it depends on products, services, or process provided by otherorganizational structures. If there is a high level of uncertainty regarding the results of innovation, it is unlikely to be adopted. Are the innovations reduced by praxis Work Performance and unlikely to be adopted?. If innovation is practical and easy to use, it is adopted
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