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. 2021 Mar 11;12(2):277–290. doi: 10.1007/s12687-021-00514-7

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© The Author(s) 2021

Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/.

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Fig. 1 — Transition theory. True integration of innovation in (public) healthcare requires different phases in transition and different levels of structuration. While dynamics in the healthcare system (here considered the landscape) impact culture, structure, and practice of relative autonomous genetic regimes, relevant niche developments likely will push towards transition, e.g., by broader implementation, increasing collaboration, and harmonization and structuration of initiatives (adapted from: Rigter et al. 2020)