OPEN ORGANIZATIONAL INNOVATION IN PUBLIC HEALTH: EVIDENCE FROM BRAZILIAN HOSPITALS AND A FRAMEWORK FOR SCALABLE, VALUE-GENERATING IMPLEMENTATION
Author(s)
Marcelo Dionisio, PhD1, Sylvio Souza Jr, PhD2, Jorge Moll, Postdoc2, Andreia Escudeiro, Postdoc3, Fabio de Paula, Phd2.
1UNIVERSIDADE DO GRANDE RIO PROFESSOR JOSÉ DE SOUZA HERDY - UNIGRANRIO, Caxias, Brazil, 2Pontifical Catholic University of Rio de Janeiro, Rio de Janeiro, Brazil, 3Fluminense Federal University, Niteroi, Brazil.
1UNIVERSIDADE DO GRANDE RIO PROFESSOR JOSÉ DE SOUZA HERDY - UNIGRANRIO, Caxias, Brazil, 2Pontifical Catholic University of Rio de Janeiro, Rio de Janeiro, Brazil, 3Fluminense Federal University, Niteroi, Brazil.
OBJECTIVES: This study evaluates whether open organizational innovation tools can improve operational efficiency, reduce system delays, and support evidence-based decision-making in public hospitals. Based on eight pilot projects conducted in Brazilian hospitals, we assess their impact on response time, resource utilization, and managerial performance, and propose a scalable framework aligned with value-based healthcare and health system strengthening.
METHODS: We conducted a qualitative multiple-case study of eight pilot projects (2023-2025). Data collection included semi-structured interviews, direct observations, and analysis of technical and administrative records. Comparative cross-case analysis was performed using a structured coding protocol to identify cost-related effects, efficiency gains, and organizational enablers and barriers. Projects were classified according to predefined performance indicators (implementation speed, issue-resolution time, stakeholder adoption, and operational alignment).
RESULTS: Three pilots met all predefined performance criteria and demonstrated measurable operational improvements, including a 45-70% reduction in problem-identification time, 30-50% shorter repair cycles, and greater transparency in departmental performance monitoring. Preliminary estimates indicate potential cost savings driven by reduced downtime and more efficient resource allocation. Five pilots underperformed due to political turnover, insufficient stakeholder engagement, delayed ethics approvals, and misalignment with existing workflows. Cross-case comparisons revealed that governance stability and structured knowledge flows were decisive factors for success.
CONCLUSIONS: Open organizational innovation can contribute to value-based public healthcare by improving efficiency, reducing operational waste, and enabling data-driven decision-making. We propose a five-component implementation framework (commitment, feasibility, governance, technical integration, and systematized learning) designed for scalability across resource-constrained public systems such as the Brazilian SUS Health System. Findings highlight how structured innovation processes can generate both operational and economic benefits, supporting policymakers and hospital managers in prioritizing high-value health innovations.
METHODS: We conducted a qualitative multiple-case study of eight pilot projects (2023-2025). Data collection included semi-structured interviews, direct observations, and analysis of technical and administrative records. Comparative cross-case analysis was performed using a structured coding protocol to identify cost-related effects, efficiency gains, and organizational enablers and barriers. Projects were classified according to predefined performance indicators (implementation speed, issue-resolution time, stakeholder adoption, and operational alignment).
RESULTS: Three pilots met all predefined performance criteria and demonstrated measurable operational improvements, including a 45-70% reduction in problem-identification time, 30-50% shorter repair cycles, and greater transparency in departmental performance monitoring. Preliminary estimates indicate potential cost savings driven by reduced downtime and more efficient resource allocation. Five pilots underperformed due to political turnover, insufficient stakeholder engagement, delayed ethics approvals, and misalignment with existing workflows. Cross-case comparisons revealed that governance stability and structured knowledge flows were decisive factors for success.
CONCLUSIONS: Open organizational innovation can contribute to value-based public healthcare by improving efficiency, reducing operational waste, and enabling data-driven decision-making. We propose a five-component implementation framework (commitment, feasibility, governance, technical integration, and systematized learning) designed for scalability across resource-constrained public systems such as the Brazilian SUS Health System. Findings highlight how structured innovation processes can generate both operational and economic benefits, supporting policymakers and hospital managers in prioritizing high-value health innovations.
Conference/Value in Health Info
2026-05, ISPOR 2026, Philadelphia, PA, USA
Value in Health, Volume 29, Issue S6
Code
HSD126
Topic
Health Service Delivery & Process of Care
Disease
No Additional Disease & Conditions/Specialized Treatment Areas