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Healthcare organisations are often described as less innovative than other organisations, since organisational culture works against innovations. In this paper, the authors ask whether it has to be that way or whether is possible to nurture an innovative culture in a healthcare organisation. The aim of this paper is to describe and analyse nurturing an innovative culture within a healthcare organisation and how culture can support innovations in such a healthcare organisation.

Based on a qualitative case study of a healthcare unit that changed, within a few years, from having no innovations to repeatedly generating innovations, the authors describe important aspects of how innovative culture can be nurtured in healthcare. Data were analysed using inductive and deductive analysis steps.

The study shows that it is possible to nurture an innovative culture in a healthcare organisation. Relationships and competences beyond healthcare, empowering structures and signalling the importance of innovation work with resources all proved to be important. All are aspects that a manager can influence. In this case, the manager's role in nurturing innovative culture was very important.

This study highlights that an innovative culture can be nurtured in healthcare organisations and that managers can play a key role in such a process.

The paper describes and analyses an innovative culture in a healthcare unit and identifies important conditions and strategies for nurturing innovative culture in healthcare organisations.

The study examines how adopting e-paisa technology (a mobile payment system) enhances micro-entrepreneurs' perceived success and subjective well-being during the COVID-19 global pandemic. The study also theorizes the moderating effects of gender through a moderated-mediation model.

The data are collected from 282 micro-entrepreneurs in Pakistan using a two-week time-lagged approach to test the hypothesized framework. The analysis was conducted using the PROCESS macro moderated-mediation method.

The results affirm that adopting e-paisa technology positively relates to perceived entrepreneurial success, ultimately increasing the entrepreneur's subjective well-being. Furthermore, in hypothesized moderated-mediation paths, the moderation effect of gender was stronger for women than men.

From the perspective of diversity, equality and inclusion, adopting a digital mobile payment system can be regarded as a catalyst for the inclusion of women entrepreneurs in marginalized communities, enabling them to continue their micro-businesses in times of global crises. Further, it is also suggested that public–private sector partnerships are essential for promoting a sustainable entrepreneurial ecosystem that subsequently leads to social and financial inclusion in marginalized communities.

The mediating role of perceived entrepreneurial success contributes to understanding the importance of psychological functioning among technology acceptance model (TAM) attributes and entrepreneurs' subjective well-being. In addition, theorizing gender differences in TAM and subjective well-being relationships revealed women's advantages, challenging the prevailing belief that women are less fortunate in entrepreneurial endeavors. This raises the need to reconsider and maybe change the perspective to consider women as a disadvantaged group in entrepreneurship.