2013

Excerpt] Nottingham City Hospital is part of Nottingham University Hospitals NHS Trust (NUH). NUH was formed in 2006 after the City Hospital underwent a merger with Queen's Medical Centre. Queen's Medical Centre now forms the emergency care site and the City Hospital houses services for strokes, heart disease and cancer, focusing on planned care and those with long-term conditions.

World Review of Entrepreneurship, Management and Sustainable Development, 2016

This is the introduction to this special issue of World Review of Entrepreneurship, Management and Sustainable Development (WREMSD) dedicated to workplace innovation and social innovation related to work and organisation. As technological and business model innovations alone are not sufficient to enhance opportunities for businesses and employment, awareness is rising that better use should be made of human talents and new ways of organising and managing. In order to make working environments more receptive for innovation, and to enable people in organisations to take up an entrepreneurial role as intrapreneurs, a shift towards workplace innovation can be observed. Workplace innovation is complementary to technological and business model innovation, and a necessary ingredient for successful renewal, in that it addresses a type of management that seeks collaboration with employees through dialogue and employee engagement. Consequently, not only improvements of the quality of work for employees become beckoning perspectives, improving the business is at hand as well through successful innovations in the organisation's functioning, its culture of cooperation and leadership and the implementation of changes in the domain of HR-practices.

Implementation Science

Background: There is a growing recognition of the importance of introducing new ways of working into the UK's National Health Service (NHS) and other health systems, in order to ensure that patient care is provided as effectively and efficiently as possible. Researchers have examined the challenges of introducing new ways of working-'organisational innovations'-into complex organisations such as the NHS, and this has given rise to a much better understanding of how this takes place-and why seemingly good ideas do not always result in changes in practice. However, there has been less research on the medium-and longer-term outcomes for organisational innovations and on the question of how new ways of working, introduced by frontline clinicians and managers, are sustained and become established in day-to-day practice. Clearly, this question of sustainability is crucial if the gains in patient care that derive from organisational innovations are to be maintained, rather than lost to what the NHS Institute has called the 'improvement-evaporation effect'. Methods: The study will involve research in four case-study sites around England, each of which was successful in sustaining its new model of service provision beyond an initial period of pilot funding for new genetics services provided by the Department of Health. Building on findings relating to the introduction and sustainability of these services already gained from an earlier study, the research will use qualitative methods-in-depth interviews, observation of key meetings, and analysis of relevant documents-to understand the longer-term challenges involved in each case and how these were surmounted. The research will provide lessons for those seeking to sustain their own organisational innovations in wide-ranging clinical areas and for those designing the systems and organisations that make up the NHS, to make them more receptive contexts for the sustainment of innovation. Discussion: Through comparison and contrast across four sites, each involving different organisational innovations, different forms of leadership, and different organisational contexts to contend with, the findings of the study will have wide relevance. The research will produce outputs that are useful for managers and clinicians responsible for organisational innovation, policy makers and senior managers, and academics.

2015

People innovate. Business innovation is, therefore, inextricably linked to people and to the extent to which a business draws on all of their employees, at all levels, to innovate. As people undertake their daily work roles, they develop task and organisational knowledge that, with space to reflect, learn, share and experiment, can be used to identify new and better ways of working.

2016

the need for action to address Scotland and the UK?s low relative productivity the value of workplace innovation in addressing relatively low levels of innovation the need to promote higher value business models the need to improve job quality, particularly to address low pay, under-employment, skills under-utilisation and work intensification the value of promoting fairness at work the need to address income inequality and limited social mobility

International Journal of Social Quality, 2011

Social innovation is becoming a core value of the EU flagship initiative Innovation Union, but it is not clearly demarcated as it covers a wide field of topics. To understand social innovation within European policymaking a brief outline is given of EC policy developments on innovation and on workplace innovation. Definitions of social innovation formulated at the societal level and the organizational or workplace level are discussed. Empirical research findings of workplace innovation in the Netherlands are presented as examples showing that workplace innovation activities boost organizational performance. The article explores the relation between workplace innovation and social innovation, and concludes that policy developments in the EU can be studied with the theory of social quality, provided that the latter in its empirical approach focuses on how individuals together constitute innovations.

Economic and social changes: facts, trends, forecast / Экономические и социальные перемены: факты, тенденции, прогноз, 2016

International Journal of Technology Transfer and Commercialisation

Amid the turbulent political and economic developments around the British departure from the European Union (Brexit), practical activities around Workplace Innovation have continued. The UK Work Organisation Network established Workplace Innovation Ltd, which is now based in Dublin as Workplace Innovation Europe. This short article describes the promising new programme of work on Workplace Innovation in Scotland, working with the support of the Scottish Government. In the uncertainty of the months and years ahead in the UK, Scotland can offer a lead which can be followed by the other regjons and nations of the United Kingdom.

Social innovation of work and employment are prerequisites to achieve the EU2020 objectives of smart, sustainable and inclusive growth. It covers labour market innovation on societal level and workplace innovation on organisational level. This paper focuses on the latter. Workplace innovations are social both in their ends (quality of working life, well-being and development of talents together with organisational performance) and in their means (employee participation and empowerment). Complementary to technological innovations they regard innovations in social aspects of organisations such as work organisation, HRM and work relations. Workplace innovation – or innovative workplaces as it is sometimes called – deserves to be better incorporated in EU policies, as also has been recommended by the European Economic and Social Committee and the OECD. Some countries have experienced the benefits of national campaigns already.