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Capitalizing on Creativity at Work

Capitalizing on Creativity at Work

Fostering the Implementation of Creative Ideas in Organizations

Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen

How does one implement highly creative ideas in the workplace? Though creativity fuels modern businesses and organizations, imaginative ideas are less likely to be implemented than moderate ones. The crux of this issue is explored as contributors present and analyze remedies for capitalizing on highly creative ideas.

Chapter 21: From breakthroughs in knowledge to integration in medical practices

Bjørn Erik Mørk and Thomas Hoholm

Subjects: business and management, knowledge management, organisational innovation, organisational behaviour, innovation and technology, knowledge management


This chapter is about how novel ideas and new practices in healthcare are created and implemented. Progress in medicine depends on highly specialized professionals who contribute to further developments in their fields of expertise. Even though around 80 percent of all treatments offered in 2010 were developed between 2005 and 2010, 70 percent of the employees’ competence was acquired before 2005 (Hansen, 2004 in Grund, 2006). As March (1991) underscores, being able to effectively exploit established knowledge while also finding room for exploring novel ideas is not trivial. The increasing use of advanced technology changes professional work towards more cross-disciplinary collaboration (Fenwick et al., 2012). Important breakthroughs in knowledge fail to become translated into use because they lack alignment with established practices, challenge disciplinary boundaries or threaten established power relations (Swan et al., 2002; Newell et al., 2006; Mørk et al., 2010). Due to their training and culture, medical experts are often convinced that their specialty is the most capable of solving problems. Hence, whenever someone attempts to meddle in their practices with new ideas or by trying to implement changes this will meet opposition (Seeman, 1999, p. 113). This chapter will therefore address the following research question: Which practices are important for putting new knowledge into use in healthcare institutions?

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