The Elgar Companion to Innovation and Knowledge Creation
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The Elgar Companion to Innovation and Knowledge Creation

Edited by Harald Bathelt, Patrick Cohendet, Sebastian Henn and Laurent Simon

This unique Companion provides a comprehensive overview and critical evaluation of existing conceptualizations and new developments in innovation research. It draws on multiple perspectives of innovation, knowledge and creativity from economics, geography, history, management, political science and sociology. The Companion brings together leading scholars to reflect upon innovation as a concept (Part I), innovation and institutions (Part II), innovation and creativity (Part III), innovation, networking and communities (Part IV), innovation in permanent spatial settings (Part V), innovation in temporary, virtual and open settings (Part VI), innovation, entrepreneurship and market making (Part VII), and the governance and management of innovation (Part VIII).
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Chapter 40: Institutional entrepreneurship in Alzheimer’s disease treatment

Nina Geilinger, Stefan Haefliger, Georg von Krogh and Fotini Pachidou

Abstract

The problem of interest in this exploratory study is the emergence of innovative practices for the treatment of Alzheimer’s Disease (AD). Since there is little prior research on what specific activities are needed to introduce and sustain new practices in complex healthcare fields, we compare three cases of non-pharmacological AD treatment practices in Switzerland. In the first case, no radically new practices were introduced and only minimal change was intended. In the second case, a new referral and consultation process was initiated, and the change was symbolically endorsed but not fully implemented in practice and therefore was decoupled from recommendations by policy makers. In the third case, the change initiator targeted divergent change in AD treatment. He developed a new virtual reality game for early diagnosis and delay of AD symptoms, won a social enterprise fellowship and secured financing by business and philanthropic actors, thereby mobilizing new allies in the field of AD treatment. We find that active participation in vision creation, the acquisition of allies, and resource mobilization are crucial to the success of divergent change initiations. Based on the results, some preliminary policy and managerial implications are offered.

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