Describes a research project using a qualitative research methodology investigating innovation processes in two NHS hospitals. Employs a multi‐perspective approach to examine the perception of innovation processes by actors at different organizational levels, whereas past innovation research has predominantly adopted a management perspective of innovation by concentrating upon the views and opinions of senior managers exclusively. Data collection methods include semi‐structured interviews, participant observation over a two‐month period, and document analysis; 26 interviews were conducted, transcribed and their content analysed. Shows that the perception of the innovation process differs very much across individuals. Illustrates two different types of innovation – imposed and emergent – each displaying substantively different developmental processes. Discusses the implications of these findings from the perspective of the practising manager and the applied psychologist conducting research into organizational innovation and change processes.
Sauer, J. and Anderson, N. (1992), "Have We Misread the Psychology of Innovation? A Case Study from Two NHS Hospitals", Leadership & Organization Development Journal, Vol. 13 No. 2, pp. 17-21. https://doi.org/10.1108/01437739210009581
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