Successful implementation of employee-driven innovation in a public healthcare organization

Despite growing interest in public sector innovation (Osborne &amp; Brown, 2005; Varkey et al., 2008), little is known about the development of bottom-up or employee-driven innovation (EDI) in these settings (Lidman et al., 2023; Wihlman et al., 2014). EDI is seen as a valuable and cost-effective way to enhance organizational processes using existing resources (Taylor et al., 2021), while enabling learning and workplace collaboration (Lidman et al., 2023). This gap highlights the need for more EDI research in public contexts to effectively implement and drive meaningful change and innovation.Healthcare organizations provide knowledge-intensive services, relying on innovation to meet technological, patient, efficiency, and quality demands (Akenroye, 2012). Traditionally driven by top-down initiatives and R&amp;D, bottom-up innovation approaches are now recognized for empowering collective knowledge, benefiting patients, and streamlining processes (Cadeddu et al., 2023). However, understanding EDI’s operational conditions and diffusion is complex, particularly in formalized sites (Renkema et al., 2022) with limited resources (Taylor et al., 2021) and strong professional roles (Lidman et al., 2023). Thus, this research explores how EDI and knowledge-based learning work practices influence efficiency and clinical outcomes, asking : « How do public organizations manage employee-driven innovation and organizational learning processes to strengthen performance improvement results …<br/><br/>