Table 1.
Characteristics of the 44 included studies
| Author(s) (year of publication) | Country(ies) | Aim of data collection | Design | Setting | Factor(s) studied (described by authors(s)) | Sub-factors |
|---|---|---|---|---|---|---|
| Anvik et al. (2020) [38] | Norway | to investigate the conditions under which learning and innovation occur within nursing homes | qualitative | nursing home | work place learning and innovation | room for learning |
| Atkinson and Singer (2020) [39] | USA | to examine how interdisciplinary teams developing healthcare innovations manage challenges that may arise from within their organizational context over the lifecycle of the innovation process | qualitative | hospital | constraints in the innovation process | innovation process |
| Barnett et al. (2011) [40] | UK | to understand how innovators from healthcare organizations made sense of factors that either facilitated or obstructed the innovation implementation and diffusion | qualitative | health care organizations | factors influencing the innovation implementation and diffusion | innovation process |
| Benson (2019) [41] | UK | develop a set of short generic user-reported related measures to help understand how and why healthcare innovations spread | qualitative | hospital | article included for definition | |
| Birken et al. (2015) [42] | USA | to assess the influence of top managers’ support on middle managers’ commitment to innovation implementation | mixed-method | health centers | middle managers' commitment to innovation | middle manager’s role |
| Bunn et al. (2020) [43] | UK | to study researcher’s awareness of organizational context in the collaboration of health care organizations and university researchers on in-house innovation | qualitative | nursing home | organizational context | inter-organizational links |
| Carpenter et al. (2018) [44] | USA | to study how learning communities can support innovation adoption | qualitative | hospital | learning communities | room for learning |
| Chuang et al. (2011) [45] | USA | to understand the organizational and relational factors that influence middle managers’ support for the innovation implementation process | qualitative | health care organizations | middle manager support for the innovation process | middle manager’s role |
| Cramm et al. (2013) [46] | The Netherlands | to explore the importance of a professional’s perceived effectiveness, organizational support, and management support for innovative culture | mixed-method | long-term care | innovative culture | innovative culture |
| Dohan et al. (2017) [47] | Canada | to investigate the link between technology-related knowledge and skills of healthcare professionals and the ability of healthcare organizations to innovate | mixed-method | paramedics | technology-related skillsets of healthcare professionals | innovative competencies |
| Emiralioglu and Sonmez (2021) [48] | Turkey | to determine the relation between employees' work environment and innovation support and innovative behaviors of employees | mixed-method | hospital | employees' innovative behavior | innovative behavior |
| Engle et al. (2017) [49] | USA | to expand the understanding of middle managers’ influence in organizations by looking at their activities | qualitative | veteran medical center | middle managers influence | middle manager’s role |
| Fleuren et al. (2004) [50] | The Netherlands | to explore which determinants of innovation strategies are reported in the literature | mixed method | implementation experts | (determinants of the) innovation strategy | innovation strategy |
| García-Goñi et al. (2007) [51] | Spain | to study the differences in behaviour of managers and front-line employees towards innovation and the involvement in the innovation processes | quantitative | public health | role of the middle manager | middle manager’s role |
| Glover et al. (2020) [52] | Israël | to examine the relationship between unit complexity, autonomy, performance orientation and innovation | mixed-method | hospital | relation between unit complexity and innovation programs | innovation process |
| Goes and Park (1997) [53] | USA | to conceptualize various types of interorganizational links as opportunities for learning and resource sharing in the pursuit of innovation | mixed-method | hospital | Interorganizational links | inter-organizational links |
| Gunzel-Jensen et al. (2018) [54] | Denmark | to study the interaction between different types of leadership (transformational, transactional and empowering leadership) and the innovative behavior employees | mixed-method | hospital | leadership (transformational, transactional and empowering) | leadership style |
| Helfrich et al. (2007) [55] | USA | to study and adapt an organizational framework of innovation implementation (out of manufacturing) for implementation in the health sector | qualitative | clinical research network | organizational framework of innovation implementation effectiveness | innovative culture |
| Hunter et al. (2021) [56] | USA | to report on a competition-based program designed to accelerate early-stage, innovative health care ideas from within the healthcare organization | qualitative | hospital | innovation program | innovation programm |
| Hyrkas et al. (2020) [57] | Finland | to develop and test a co-creation model for collaborative innovation, in which companies and healthcare professionals co-create future health care services | qualitative | hospital | colloborative / co-creation innovation process | innovation process |
| Jacobs et al. (2015) [20] | USA | to examine the innovation implementation framework: the organizational factors that determine effective innovation implementation | quantitative | hospital | innovation implementation (climate) | innovative culture |
| Jaskyte and Dressler (2005) [58] | USA | to improve innovation models by incorporating organizational culture into the conceptual model along with transformational leadership and size variables | mixed-method | assocation of retarded citizens | organizational culture | innovative culture |
| Jonsson et al. (2020) [59] | Denmark | to develop and validate a measurement for the relation between distributed leadership agency and innovation by employees | quantitative | hospital | employee-driven innovation | innovative behavior |
| Joseph (2015) [60] | USA | to explore the experiences of nurse leaders and nurses in a hospital whose patient care mission was stated as innovation | qualitative | hospital | organizational culture and climate | innovative culture |
| Keown et al. (2014) [61] | UK | to test a framework highlighting the cultural dynamics to support innovation and its diffusion | mixed-method | health care professionals | factors and behaviors that foster innovation | innovative culture |
| Leal-Rodriguez et al. (2013) [62] | Spain | to test the relationship between knowledge management and the effectiveness of the innovation process | quantitative | hospital | the innovation process | innovation process |
| Lombardi et al. (2018) [63] | USA | to test a framework to characterize the essential organizational capabilities required for high-impact health care innovation | mixed-method | academic health center | organizational capabilities for high-impact health care innovation | innovation strategy |
| Masood and Afsar (2017) [64] | Pakistan | examining the influence of the role of leadership to develop and foster innovation | quantitative | hospital | transformational leadership | leadership style |
| Nieboer and Strating (2012) [65] | The Netherlands | to identify organizational characteristics that explain innovative culture in the (long-term) care sector | quantitative | long-term care | innovative culture | innovative culture |
| Reed et al. (2012) [66] | USA | to understand the process of patient-centered care innovation undertaken by innovative health care organizations | qualitative | health care professionals | innovation process | innovation process |
| Renkema et al. (2021) [67] | The Netherlands | to investigate the relationship between high-involvement human resource management, autonomy, affective organizational commitment and innovative behaviors | quantitative | nursing home | innovative behaviour | innovative behavior |
| Rokstad et al. (2015) [68] | Norway | to investigate the role of leadership in the implementation of innovations | qualitative | nursing home | leadership | leadership style |
| Saidi et al. (2017) [69] | South Africa | to study the role of space in facilitating innovation | qualitative | hospital | workplace design | room for learning |
| Schultz et al. (2012) [70] | Germany | provide empirical evidence for controlling the size and innovativeness of a hospital’s new health service and process portfolio | mixed-method | hospital | innovation (portfolio) management | innovation strategy |
| Schultz et al. (2017) [71] | Norway | to determine innovative readiness by looking at group climate | quantitative | hospital | group climate | innovative culture |
| Somech and Drach-Zahavy (2013) [72] | Israel | to study the relation between team composition of creative personalities, team creativity and climate for innovation | mixed-method | primary care | climate for innovation | innovative culture |
| Taylor et al. (2020) [73] | UK | explore the process through which staff innovates, when resources are scarce | qualitative | health care organizations | employee-driven innovation | innovative behavior |
| Thomas et al. (2005) [74] | UK | to identify what organizational features support innovation | qualitative | primary care | capacity to learn and innovate | room for learning |
| Timmermans et al. (2013) [75] | Belgium | to explore the influence of team learning on the implementation of innovations | quantitative | mental health institutions | team learning | room for learning |
| Urquhart et al. (2018) [76] | Canada | to examine the role of middle managers relevant to innovation implementation and how middle managers experience the implementation process | qualitative | hospital | middle manager rol in innovation | middle manager’s role |
| von Treuer et al. (2018) [77] | Australia | to examine the impact of organizational climate and leadership on organizational readiness for change | quantitative | nursing home |
organizational climate leadership |
innovative culture |
| Weatherford et al. (2018) [78] | USA | to identifying the characteristics of leaders of innovation | mixed-method | health care professionals | leaders of innovation competencies | innovative competencies |
| Zippel-Schultz and Schultz (2011) [79] | Germany | to analyze the role of business and project planning for innovation project success | quantitative | hospital | innovation program | innovation programm |
| Zuber and Moody (2018) [80] | USA | to explore how health centered design tools support innovation in health care | mixed method | health care professionals | innovation (supportive) environment | room for learning |