Secondary Logo

Journal Logo

Institutional members access full text with Ovid®

Measuring Organizational Capacity to Accelerate Health Care Innovation in Academic Health Centers

Lombardi, Marilyn, M., PhD; Spratling, Regena, G., PhD, RN, CPNP; Pan, Wei, PhD; Shapiro, Susan, E., PhD, RN, FAAN

Quality Management in Health Care: January/March 2018 - Volume 27 - Issue 1 - p 1–7
doi: 10.1097/QMH.0000000000000157
Original Articles
Buy

In an era of rising clinical costs and shrinking federal research dollars, the survival of the academic health center may depend on its capacity to cultivate high-impact innovations in care delivery on an accelerated basis. Yet, the health sciences literature offers little guidance regarding the key organizational determinants most likely to facilitate such innovation. We report on the conceptualization, development, and preliminary testing of a new 21-item Accelerated Healthcare Innovation Capacity scale for addressing that knowledge gap. Instrument development followed a standardized process, including expert panel testing of the new scale's content relevance validity. A sample (N = 53) of academic health center administrators, clinicians, and faculty affiliated with a single organization volunteered to complete the Accelerated Healthcare Innovation Capacity scale in survey form. Data were analyzed to evaluate scale reliability, internal consistency, and construct validity. High-expert agreement (overall S-CVI of 0.91) was obtained on content relevance validity. Cronbach α for the scale was 0.941. Exploratory factor analysis confirmed the theoretical soundness of the scale's conceptual framework, which showed high-impact health care innovation support to be a complex, multidimensional concept involving key facilitating factors across 3 major constructs—that is, Culture, Structure, and Policy—with implications for future research and managerial practice, particularly for staff development educators engaged in evaluating quality management and organizational change strategies.

Duke University School of Nursing, Durham, North Carolina (Dr Lombardi); Georgia State University School of Nursing and Health Professions, Atlanta (Dr Spratling); Duke University School of Nursing, Durham, North Carolina (Dr Pan); and Clinical Professor (retired), Nell Hodgson Woodruff School of Nursing, Emory University, Atlanta, Georgia (Dr Shapiro).

Correspondence: Marilyn M. Lombardi, PhD, Duke University School of Nursing, DUMC 2055, 307 Trent Dr, Durham, NC 27710 (marilyn.lombardi@duke.edu).

This work was supported by The Marcus Foundation, Atlanta, Georgia (grant number 2045).

The authors declare no conflicts of interest.

© 2018Wolters Kluwer Health | Lippincott Williams & Wilkins