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Innovating for a cause: the work and learning required to create a new approach to healthcare for homeless people

Innovating for a cause: the work and learning required to create a new approach to healthcare for homeless people
Innovating for a cause: the work and learning required to create a new approach to healthcare for homeless people
Innovation occupies a pivotal place in our understanding of knowledge-based economies, and this is raising questions about sources of innovation, how it originates, and the role played by employees, work practices and learning. This paper explores these issues through case study research into a new approach to providing healthcare for homeless people in England, and by bringing together conceptual insights from the employee-driven innovation literature, and more broadly from social and practice-based learning theory and organisational theory. Applying these perspectives to our case enables illumination of the innovation as a process – not an event – and as an ongoing set of organisational practices that transcend their origins. Through our analysis we argue that the notion of ‘a cause’ is helpful in elucidating the impetus and the commitment to making the innovation happen (and go on happening). Our findings are presented under three themes: ‘establishing a cause’, ‘organising for innovation’, and ‘innovative capability in practice’. Building on these, we have identified five key inter-related dimensions which help conceptualise the work and learning that it took to create and (re-)enact the innovation and that we suggest may have relevance for understanding and characterising other employee-led innovations in and perhaps beyond healthcare.
Employee-led innovation, cause, healthcare, work organisation and learning
1363-9080
1-15
Fuller, Alison
0b5ba9fd-c1af-448d-8dba-c5dfaa515702
Halford, Susan
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Lyle, Kate
ff88e501-884c-423a-8050-f915fc19f0a8
Taylor, Rebecca
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Teglborg, Anne-Charlotte
f864f3f9-eb4c-4d8d-967f-655a18a6181a
Fuller, Alison
0b5ba9fd-c1af-448d-8dba-c5dfaa515702
Halford, Susan
0d0fe4d6-3c4b-4887-84bb-738cf3249d46
Lyle, Kate
ff88e501-884c-423a-8050-f915fc19f0a8
Taylor, Rebecca
5c52e191-4620-4218-8a61-926c62e087c5
Teglborg, Anne-Charlotte
f864f3f9-eb4c-4d8d-967f-655a18a6181a

Fuller, Alison, Halford, Susan, Lyle, Kate, Taylor, Rebecca and Teglborg, Anne-Charlotte (2018) Innovating for a cause: the work and learning required to create a new approach to healthcare for homeless people. Journal of Education and Work, 1-15. (doi:10.1080/13639080.2018.1447654).

Record type: Article

Abstract

Innovation occupies a pivotal place in our understanding of knowledge-based economies, and this is raising questions about sources of innovation, how it originates, and the role played by employees, work practices and learning. This paper explores these issues through case study research into a new approach to providing healthcare for homeless people in England, and by bringing together conceptual insights from the employee-driven innovation literature, and more broadly from social and practice-based learning theory and organisational theory. Applying these perspectives to our case enables illumination of the innovation as a process – not an event – and as an ongoing set of organisational practices that transcend their origins. Through our analysis we argue that the notion of ‘a cause’ is helpful in elucidating the impetus and the commitment to making the innovation happen (and go on happening). Our findings are presented under three themes: ‘establishing a cause’, ‘organising for innovation’, and ‘innovative capability in practice’. Building on these, we have identified five key inter-related dimensions which help conceptualise the work and learning that it took to create and (re-)enact the innovation and that we suggest may have relevance for understanding and characterising other employee-led innovations in and perhaps beyond healthcare.

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7 Dec_revisedJEW_CLEAN AND NOT ANONYMISED (2) - Accepted Manuscript
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More information

Accepted/In Press date: 21 February 2018
e-pub ahead of print date: 7 March 2018
Keywords: Employee-led innovation, cause, healthcare, work organisation and learning

Identifiers

Local EPrints ID: 418631
URI: http://eprints.soton.ac.uk/id/eprint/418631
ISSN: 1363-9080
PURE UUID: 2a770261-e3f3-450d-a617-ab9745a842ef
ORCID for Rebecca Taylor: ORCID iD orcid.org/0000-0002-8677-0246

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Date deposited: 13 Mar 2018 17:30
Last modified: 16 Mar 2024 06:19

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Contributors

Author: Alison Fuller
Author: Susan Halford
Author: Kate Lyle
Author: Rebecca Taylor ORCID iD
Author: Anne-Charlotte Teglborg

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