The Migration Of Managerial Innovation

This book looks at how an innovation in health care financing and administration, which originated in the United States, was greeted by numerous western European countries. In eleven original chapters, European experts offer in-depth examination of the rate, degree, and manner in which their countries adapted to Diagnosis-Related Groups (DRGs), an innovation adopted by the U.S. government to create incentives for increased hospital efficiency. Comparing and contrasting the varying levels of resources and activity committed to this innovation, this book provides a range of insights for those involved in managing and promoting innovation.In The Migration of Managerial Innovation, health care experts from Belgium, Denmark, England, France, Germany, Norway, Portugal, Switzerland, and Sweden offer brief descriptions of the way health care is organized and financed--and a detailed examination of the fate of DRGs--within each of their countries.

In the migration of managerial innovation, experts from nine European countries offer an in-depth examination of the rate, degree, and manner in which their countries responded to diagnosis-related groups (DRGs), an innovation adopted by the U.S. government to create incentives for increased hospital efficiency. The introductory and closing chapters compare and contrast the varying levels of resources and activity these countries committed to DRGs, providing a range of insights for those involved in managing and promoting innovation. In addition, this book provides a concise description of how health care is organized and financed in Belgium, Denmark, England, France, Germany, Norway, Portugal, Sweden, and Switzerland.

An examination of patient classification systems in fifteen different countries throughout the world.

Argues that successful new companies are taking on established businesses by developing superior business designs, and argues that the key is anticipating customer priorities

This study defines the aims and tools of a new innovation policy and identifies examples of good policy practice recently implemented in OECD countries.

Building on the success of the Second Edition with 19 new chapters, Managing Innovation and Change showcases the best work of thinkers writing in this area and provides a coherent picture of key ideas and concepts to have emerged from this exciting field. Frequently radical and intentionally provocative in terms of topic and treatment, the book: - covers the increasing diversity of pressures to which modern enterprises are subjected; - reviews some of the more persistent acronyms to which the art of management is increasingly prone; - examines the nature of innovation; - looks at the broader issues surrounding change, and - turns to those attributes of leadership which are consistent with the successful management of innovation and change.

While innovation is widely recognised as being critical to organisational success and the well-being of societies, it requires careful management to ensure that innovation processes have the best possible impact. This volume provides a wide range of perspectives on the nature of innovation management and its influences.

Under a framework in which technology and organizational innovation are markedly separated, this book advances knowledge on the topic by exploring the antecedents of a firm’s adoption of organizational innovation and its performance consequences. The concept of organizational innovation encompasses the introduction of new administrative organizational and managerial activities, although currently it is accepted that these terms overlap. There are two different kinds of organizational innovation, usually inter-related: structural innovations(organizational arrangement and the division of labour within it)and managerial innovations(the way a firm organizes its activities or its personnel). Based on papers from the Organizational Innovation and its Background, Consequences and Technological Complementarities Performance Conference, this volume contributes to the organizational and innovation literature by providing insights on the antecedents of the adoption of management innovation; exploring the complementary roles of management and technological innovation; addressing the performance consequences of management innovation adoption with and without technological innovation; and discusses management innovation using the resource-based view, thus enriching that theoretical approach.