Abstract
Organizational innovation capability is defined as the ability to continuously transform knowledge and ideas into new products, processes and systems for the benefit of an organization and its stakeholders. This study examines the relationship between the innovation capability of healthcare organizations and their ability to successfully implement electronic medical records (EMR), a health information technology (HIT) innovation. Data was collected using a cross-sectional survey and structural equation modeling (SEM) method was used to analyze the data. Results demonstrate that organizational product innovation capability positively affects EMR implementation success. A positive relationship also exists between organizational process innovation capability and EMR implementation success. This study is one of the first to empirically validate the relationship between healthcare organization’s innovation capability and HIT innovation implementation success, in the context of EMRs. Implications of the study for the academic and industry practitioner are discussed.
Highlights
Organizational innovation capability has been considered an important ingredient for success
This study examines the relationship between the innovation capability of healthcare organizations and their ability to successfully implement electronic medical records (EMR), a health information technology (HIT) innovation
The inherent complexities involved in HIT innovation implementations have been cited as a major barrier to their successful implementation and adoption
Summary
Organizational innovation capability has been considered an important ingredient for success. The two major areas of research literature providing the necessary theoretical foundation for this study are the organizational innovation capability literature, and the research literature in the two major areas of IS and HIT innovation implementation - the socio-technical systems (STS) theory (Trist et al, 1963), and the tri-core model of IS innovation (Swanson, 1994). Together they support the formation of the research hypotheses for this research study, and are discussed next. Because even the most stable environments do change, which leads to organizations adopting innovations continually over time, organizational innovativeness is more accurately represented when multiple innovations over a period of time are considered (Damanpour, 1987, 1991, 1996). Christensen (1999) contended that in addition to his/her other duties and responsibilities, a manager must manage innovation within the organization. Downs and Mohr (1976) questioned whether variability in the type of innovation has an influence on its adoption, or if different variables may have different explanatory roles depending on the innovation’s context
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