Factors Enabling Innovation Readiness of Long-Term Care Organizations: Stakeholder Opinions

Authors

Monique W. van den Hoed

Department of Health Services Research, Faculty of Health, Medicine and Life Sciences, CAPHRI Care and Public Health Research Institute, Maastricht University, Maastricht; Living Lab in Ageing and Long-Term Care, Maastricht (The Netherlands)

Ramona Backhaus

Living Lab in Ageing and Long-Term Care, Maastricht; Fliedner Fachhochschule gemeinnutzige GmbH, Dusseldorf (The Netherlands; Germany)

Audrey Beaulen

Department of Health Services Research, Faculty of Health, Medicine and Life Sciences, CAPHRI Care and Public Health Research Institute, Maastricht University, Maastricht; Living Lab in Ageing and Long-Term Care, Maastricht (The Netherlands)

Jan P.H. Hamers

Department of Health Services Research, Faculty of Health, Medicine and Life Sciences, CAPHRI Care and Public Health Research Institute, Maastricht University, Maastricht; Living Lab in Ageing and Long-Term Care, Maastricht (The Netherlands)

Ramon Daniëls

Department of Health Services Research, Faculty of Health, Medicine and Life Sciences, CAPHRI Care and Public Health Research Institute, Maastricht University, Maastricht; Living Lab in Ageing and Long-Term Care, Maastricht; Zuyd University of Applied Sciences, Expertise Centre for Innovative Care and Technology, Research Centre for Assistive Technology in Health Care, Heerlen (The Netherlands)

Article Information

DOI: 10.47772/IJRISS.2025.91200332

Subject Category: Social science

Volume/Issue: 9/12 | Page No: 4232-4246

Publication Timeline

Submitted: 2026-01-04

Accepted: 2026-01-09

Published: 2026-01-17

Abstract

Background
Increasing innovation readiness of long-term care organizations for older adults is vital to ensure future provision and affordability of care delivery.
Purpose
This study sought to gain insight into factors that contribute to innovation readiness and addresses the following research question: What factors contribute to the innovation readiness of long-term care organizations for older adults?
Methodology/Approach
Semi-structured interviews were conducted with 16 stakeholders connected to long-term care in the Netherlands: academics, (top) management, innovation managers, and consultants. A thematic content analysis was used to analyze the data.
Results
Four main factors were identified that contribute to the innovation readiness: 1) a clear strategic course for innovation, 2) a tailored innovation journey, 3) inspirational leading for innovation, and 4) hands-on-learning for innovation. Stakeholders highlighted that innovation readiness should not be developed as an ad-hoc initiative but should be embedded into corporate strategies and decision-making processes. All stakeholders mentioned the importance of ‘preparing’ the organization for innovation readiness and professional ‘learning for innovation’.
Conclusion
This study provides a step toward evidence-based factors, presented in a general framework, that contribute to the innovation readiness of long-term care organizations for older adults. Future research could verify the findings of this study and develop a scan, based on this study’s innovation readiness factors, indicating the maturity of long-term organizations for older adults.
Practice Implications
To become more innovation ready long-term care organizations are encouraged to embed innovation readiness into their corporate strategies and decision-making processes, to integrate learning into daily activities, and to collaborate with stakeholders.

Keywords

Qualitative research, learning climate, innovation readiness

Downloads

References

1. European Commission. 2024 Ageing Report. Economic and Budgetary Projections for the EU Member States (2022-2070). 2024. [Google Scholar] [Crossref]

2. Van Den Hoed MW, Backhaus R, De Vries E, Hamers JPH, Daniëls R. Factors contributing to innovation readiness in health care organizations: a scoping review. Bmc Health Services Research. 2022;22(1). [Google Scholar] [Crossref]

3. O'Regan S, McGrane N, Dunbar P, Dunnion M, Leistikow I, O'Connor LM. Public reporting of adverse events from long-term care facilities for older persons and people with disability in Ireland 2013-2019: development of an openly accessible database and descriptive analyses. Journal of the American Medical Directors Association. 2022;23(8):1328-34. e2. [Google Scholar] [Crossref]

4. Bell H, Rees D, Huxtable-Thomas L, Rich N, Miller E, Thomas R, editors. Innovation adoption research in healthcare: understanding context and embracing complexity. Proceedings of the 18th European Conference on Innovation and Entrepreneurship; 2023. [Google Scholar] [Crossref]

5. Greenhalgh T, Robert G, Macfarlane F, Bate P, Kyriakidou O. Diffusion of innovations in service organizations: systematic review and recommendations. The milbank quarterly. 2004;82(4):581-629. [Google Scholar] [Crossref]

6. Socha-Dietrich K. Empowering the Health Workforce. Strategies to make the most of the digital revolution. OECD Health Division; 2020. [Google Scholar] [Crossref]

7. Lokuge S, Sedera D, Grover V, Xu DM. Organizational readiness for digital innovation: Development and empirical calibration of a construct. Information & Management. 2019;56(3):445-61. [Google Scholar] [Crossref]

8. Casanova G, Principi A, Lamura G. Social Innovation in Long-Term Care: Lessons from the Italian Case. International Journal of Environmental Research and Public Health. 2020;17(7):2367. [Google Scholar] [Crossref]

9. Lyng HB, Macrae C, Guise V, Haraldseid-Driftland C, Fagerdal B, Schibevaag L, et al. Capacities for resilience in healthcare; a qualitative study across different healthcare contexts. Bmc Health Services Research. 2022;22(1):474. [Google Scholar] [Crossref]

10. World Health Organization. How do we ensure that innovation in health service delivery and organization is implemented, sustained and spread? : European Observatory on Health Systems and Policies; 2018. Report No.: 1997-8073. [Google Scholar] [Crossref]

11. Weiner BJ, Clary AS, Klaman SL, Turner K, Alishahi-Tabriz A. Organizational Readiness for Change: What We Know, What We Think We Know, and What We Need to Know. In: Albers B, Shlonsky A, Mildon R, editors. Implementation Science 30. Cham: Springer International Publishing; 2020. p. 101-44. [Google Scholar] [Crossref]

12. Zimmerman S, Cesari M, Gaugler JE, Gleckman H, Grabowski DC, Katz PR, et al. The inevitability of reimagining long-term care. Journal of the American Medical Directors Association. 2022;23(2):187-9. [Google Scholar] [Crossref]

13. Williams I. Organizational readiness for innovation in health care: some lessons from the recent literature. Health Services Management Research. 2011;24(4):213-8. [Google Scholar] [Crossref]

14. Scaccia J, Cook B, Lamont A, Wandersman A, Castellow J, Katz J, et al. a practical implementation science heuristic for organizational readiness: R = MC2. Journal of Community Psychology. 2015;43(4):484-501. [Google Scholar] [Crossref]

15. Lawson B, Samson D. Developing innovation capability in organisations: a dynamic capabilities approach. International Journal of Innovation Management. 2001;05(03):377-400. [Google Scholar] [Crossref]

16. Greenhalgh T, Wherton J, Papoutsi C, Lynch J, Hughes G, A'Court C, et al. Beyond Adoption: A New Framework for Theorizing and Evaluating Nonadoption, Abandonment, and Challenges to the Scale-Up, Spread, and Sustainability of Health and Care Technologies. Journal of Medical Internet Research. 2017;19(11):367. [Google Scholar] [Crossref]

17. Tidd J, Bessant J. Managing innovation: integrating technological, market and organizational change: John Wiley & Sons; 2020. [Google Scholar] [Crossref]

18. Teece DJ. Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal. 2007;28(13):1319-50. [Google Scholar] [Crossref]

19. Heidari S, Babor TF, De Castro P, Tort S, Curno M. Sex and gender equity in research: rationale for the SAGER guidelines and recommended use. Research integrity and peer review. 2016;1(1):1-9. [Google Scholar] [Crossref]

20. Glaw X, Inder K, Kable A, Hazelton M. Visual methodologies in qualitative research: Autophotography and photo elicitation applied to mental health research. International journal of qualitative methods. 2017;16(1):1609406917748215. [Google Scholar] [Crossref]

21. Korstjens I, Moser A. Series: Practical guidance to qualitative research. Part 4: Trustworthiness and publishing. European Journal of General Practice. 2018;24(1):120-4. [Google Scholar] [Crossref]

22. Buckley R. Ten steps for specifying saturation in qualitative research. Social Science & Medicine. 2022;309:115217. [Google Scholar] [Crossref]

23. Benraouane SA, Harrington HJ. Using the ISO 56002 Innovation Management System: A Practical Guide for Implementation and Building a Culture of Innovation: CRC Press; 2021. [Google Scholar] [Crossref]

24. Berta W, Teare GF, Gilbart E, Ginsburg LS, Lemieux-Charles L, Davis D, et al. The contingencies of organizational learning in long-term care: factors that affect innovation adoption. Health Care Management Review. 2005;30(4):282-92. [Google Scholar] [Crossref]

25. Stremersch S, Camacho N, Keko E, Wuyts S. Grassroots innovation success: The role of self-determination and leadership style. International Journal of Research in Marketing. 2022;39(2):396-414. [Google Scholar] [Crossref]

26. Urquhart R, Kendell C, Folkes A, Reiman T, Grunfeld E, Porter GA. Making it happen: middle Managers' roles in innovation implementation in health care. Worldviews on Evidence‐Based Nursing. 2018;15(6):414-23. [Google Scholar] [Crossref]

27. Uhl-Bien M, Arena M. Complexity leadership: enabling people and organizations for adaptability. Organizational dynamics. 2017. [Google Scholar] [Crossref]

28. West MA, Eckert R, Steward K, Pasmore WA. Developing collective leadership for health care: King's Fund London; 2014. [Google Scholar] [Crossref]

29. Brookes S, Edwards G, Dunn M. The new public leadership challenge: rediscovering or creating collective leadership values. International Journal of Leadership in Public Services. 2014;10(4). [Google Scholar] [Crossref]

30. van der Scheer W. Gedeeld leiderschap in de zorg (Shared leadership in health care) [Inaugural lecture]: Erasmus University Rotterdam; 2023. [Google Scholar] [Crossref]

31. Silva JAM, Mininel VA, Agreli HF, Peduzzi M, Harrison R, Xyrichis A. Collective leadership to improve professional practice, healthcare outcomes and staff well‐being. Cochrane Database of Systematic Reviews. 2022(10). [Google Scholar] [Crossref]

32. Lombardi MM, Spratling RG, Pan W, Shapiro SE. Measuring Organizational Capacity to Accelerate Health Care Innovation in Academic Health Centers. Quality Management in Healthcare. 2018;27(1):1-7. [Google Scholar] [Crossref]

33. Verleye K, Gemmel P. Innovation in the elderly care sector–at the edge of chaos. Journal of Management & Marketing in Healthcare. 2011;4(2):122-8. [Google Scholar] [Crossref]

34. Lovink MH, Verbeek F, Persoon A, Huisman-de Waal G, Smits M, Laurant MG, et al. Developing an evidence-based nursing culture in nursing homes: an action research study. International Journal of Environmental Research and Public Health. 2022;19(3):1733. [Google Scholar] [Crossref]

35. Verbeek FH, van Lierop ME, Meijers JM, van Rossum E, Zwakhalen SM, Laurant MG, et al. Facilitators for developing an interprofessional learning culture in nursing homes: a scoping review. BMC Health Services Research. 2023;23(1):1-11 [Google Scholar] [Crossref]

Metrics

Views & Downloads

Similar Articles