| Abstract [eng] |
In the fast-changing world ideas are new key generators for all business types. Sustainability and long-term success are linked closely to innovation. In today’s market it is not enough to have strong business model plan, the need for changes are seen in every sector. Companies are trying to implement as many novelties as possible, however quantity in innovations does not always mean quality. This is very applicable to healthcare sector, which is just catching with the new requirements. Healthcare sectors is very sensitive towards any changes due to its specificity of patients as the main customers. Thus, changes have to be very carefully measured and evaluated before they can be used successfully. Even though performance measurement is an old and widely used concept, in correlation to innovation it still struggles to deliver full evaluation needed for many sectors. With the lack of useful measures to apply to the process of implementing innovation, problems for companies’ managements arise in control and review stages. Healthcare sector is no exception, having various types of performance measurement applied, yet lacking indicators directly used for innovation evaluation. The aim of this thesis is to develop a framework of the performance measurement of innovation implementation in healthcare. A case study as a research method was selected not only to test the practical applicability of the conceptual theoretical model, but also to address the lack of practical research by demonstrating how organizations can evaluate the implementation of innovation and compare their assessments with other organizations. For this researcher two pharmaceutical companies were selected, both global type and having branch offices that cover Baltic cluster. Responses from the companies’ representatives allowed to draw conclusions that both companies have strong innovation polices globally and in turn locally, various measures are used for overall companies’ performances, yet local measures are not cluster oriented. Going deeper into both cases revealed that innovation is reviewed only by the global team roles, thus providing no evidence of healthcare-oriented innovation implementation measures used for local branches. Due to research limitations innovation implementation level could not be tested on a global level. However, close connection between global teams and local branches would suggest similar approaches. Recommendation for the local branches are to include more patient oriented measures directly connected to new drugs and treatments. In addition, possible collaboration between all healthcare organizations could result in positive changes as well as cost saving for all-local and global entities. |
