As in previous years, all proposals for papers dealing broadly with the management of health organisations are admissible, whatever their theme and purpose.<\/p>\n
The day will nevertheless have a unifying theme of : \nManagerial innovation, organizational innovation, there is no shortage of terms to support this new trend in the health sector. Article 51 is an illustration of the mobilization of public authorities in this field.
\nOrganizational and managerial innovation in health:
\nTheoretical framework, impact analysis on professional practices and organization of care
\nSpecific expectations on the Covid 19 crisis management feedbacks<\/span><\/strong><\/p>\n
\nFrom the point of view of management research, this subject offers many opportunities.
\nThe first concerns the conceptual definition of managerial or organisational innovation (the distinction between the two representing an issue in itself) in the field of health. Various works (those of Kimberly and Hamel, in particular) have offered analytical frameworks for situating this type of innovation in relation to technological innovations. It remains to situate this relationship between organisational and technological innovation in the specific context of health, particularly in the case of digital (telemedicine devices, connected tools, etc.) and massive data processing (machine learning algorithms). There is often some confusion in the relationship between technological innovation and organization. In some cases, it is the forgetting of the organizational context in which the technology is embedded that leads to neglecting its uses (for example, a telemedicine device is introduced without understanding its uses in a given organizational context). In other cases, it is the link between the technology and the organisation within an innovative approach that is unclear (for example, Internet applications or portals for remote patient monitoring need to be thought through with coordinating nurses and modes of organisation in the exchange of information).
\nThe second opportunity for analysis aims to clarify the content of these innovations. It is interesting to understand what is put under the terms “management” and “organisation”: new coordination professions, e-health technologies, patient commitment, teamwork, multi-professional communication along a patient pathway, the approaches seem quite broad and deserve to specify the contours of organisational innovation in health.
\nThe third is to provide evidence of their added value in terms of quality of care, cost control, patient experience, or professional satisfaction. The evaluation modality is itself a research topic, as the doctrine on the subject is not settled, particularly in the link between quantitative and qualitative approaches, or in the consideration of a “realistic” evaluation during development.<\/p>\n