Tabish Zaman

The history of the National Health Service (NHS) in the UK is replete with
digital interventions which have either failed or been abandoned midway.
When analyzing these interventions, complexities within the NHS are often
cited as central to abandonment or non-adoption. Our objective was to
investigate how multifarious rationales and perspectives can still facilitate
adoption of a new technology in a public sector hospital. We undertook
an ethnographic study to investigate how doctors, nurses and pharmacists
collectively ‘make sense’ when facing the implementation of electronic
medicine charts (EMEDs). We have investigated how each of these groups
interactively work to understand novel, ambiguous and unexpected events
arounds them underpinning the implementation process. The resulting
dimensions represent a collective cognitive transformation wherein the
groups transition from fearing to capturing value and eventually rationalizing
the use of new technology.

The purpose of this chapter is to illustrate the role of higher education
establishments in Middle Eastern countries specifically Saudi Arabia. The
contributions of higher education establishments are particularly significant
in relation to regional and national innovation system, which have been
earmarked as engine for growth of the local economy across the region. Our
study has chartered the dynamic nature of higher education in the region and
their networking capabilities in order to be recognized as key stakeholders of
the emerging economy. The study is informed by theoretical dimensions of
“open innovation” and how the framework can accommodate the dynamic
nature of higher education establishments in order to provide further
impetus to ambitious projects such as Vision 2030 in Saudi Arabia. Our
study is limited by further empirical evidence but has implication for the
region in offering new insights around the evolving conceptualization of
entrepreneurial universities and national innovation system.

Building on a robust data set of 281 manufacturing and service firms in the UK, the paper offers an empirical analysis of relationship between the three strategic orientations and novel business model (BM). The paper plugs the gap around design and implementation of new BM and role of diverse strategic orientations. The empiric in the paper is supported by structure equation modelling and findings confirm the validity of the model thereby providing theoretical support around complexity of BM and its relationship with three strategic orientations. In the light of strategic importance around renewed business model, our paper is a timely contribution to understanding some of the antecedents of novel business model, its link to business performance and implementation of BM across firms in manufacturing and service sectors.

The UK National Health Service (NHS) has been slow at adopting seemingly well-evidenced innovation. A great deal of energy and resources have gone into understanding the issues behind the failure to adopt innovation in the NHS. In recent times Accelerated Access Review (AAR) identified new barriers to innovation and put forward solutions at both local and national levels (Department of Health and Department for Business, Energy and Industrial Strategy, 2017). Scholars and policy-makers have investigated the majority of the obstacles to adopting innovation in the NHS and results have appeared in multiple outlets over the last twenty years. Innovation within the NHS have mostly been judged on a least-cost basis or presumed to yield a positive return in the very first year. Some scholars also point to the fact that most perspectives on innovation deem it as a luxury rather than a routine part of the operational management. The failure to successfully adopt innovations is costing taxpay...