Organizational Support in Adopting New Treatments for Generalized Myasthenia Gravis
Author(s)
Thaís Armangué, MD1, Rocío Gómez-Ballesteros, BSc, MBA2, Luis Querol, MD3, Gerardo Gutiérrez-Gutiérrez, MD4, Javier Sotoca, MD5, Adrian Ares Luque, MD6, Ramón Villaverde, MD7, Virginia Reyes, MD8, Elisa Salas, BSc2, Paola Diaz, BSc2, Jorge Maurino, MD2, Elena Cortés-Vicente, MD3.
1Department of Pediatric Neuroimmunology, Hospital Sant Joan de Déu, Barcelona, Spain, 2Medical Department, Roche Farma Spain, Madrid, Spain, 3Department of Neurology, Hospital de la Santa Creu i Sant Pau, Barcelona, Spain, 4Department of Neurology, Hospital Universitario Infanta Sofía, Madrid, Spain, 5Department of Neurology, Hospital Universitario Vall d'Hebron, Barcelona, Spain, 6Department of Neurology, Complejo Asistencial Universitario León, Leon, Spain, 7Department of Neurology, Hospital Universitario Morales Meseguer, Murcia, Spain, 8Department of Neurology, Hospital Regional Universitario de Málaga, Málaga, Spain.
1Department of Pediatric Neuroimmunology, Hospital Sant Joan de Déu, Barcelona, Spain, 2Medical Department, Roche Farma Spain, Madrid, Spain, 3Department of Neurology, Hospital de la Santa Creu i Sant Pau, Barcelona, Spain, 4Department of Neurology, Hospital Universitario Infanta Sofía, Madrid, Spain, 5Department of Neurology, Hospital Universitario Vall d'Hebron, Barcelona, Spain, 6Department of Neurology, Complejo Asistencial Universitario León, Leon, Spain, 7Department of Neurology, Hospital Universitario Morales Meseguer, Murcia, Spain, 8Department of Neurology, Hospital Regional Universitario de Málaga, Málaga, Spain.
OBJECTIVES: Resistance to change hinders healthcare innovation adoption. This resistance arises from personal traits (openness to change or peers influence), perceived innovation characteristics (usefulness, value, and ease of use), and external factors like organizational support, which may be particularly impactful in transformative therapeutic landscapes, such as that of generalized myasthenia gravis (gMG). This study aimed to evaluate the resistance to change associated with the incorporation of new targeted treatments for gMG, focusing on organizational support for change.
METHODS: An online, cross-sectional study was conducted with the Spanish Society of Neurology. Neurologists completed a survey including demographic information, professional background, and behavioral traits. Resistance to adopting new targeted gMG treatments was assessed using a 34-item questionnaire, including 5 items assessing organizational support (scores 1-7; lower scores indicating greater resistance). Multivariate linear regression analyses determined the association between organizational support for change and participant characteristics.
RESULTS: A total of 149 neurologists were included (mean age [SD]: 39.0±9.4 years, 54.4% male, median experience managing gMG [IQR]: 7 [3-15] years). Organizational support was identified as the greatest barrier to adopting new gMG treatments (mean±SD: 3.6±1.4). Lower perceived organizational support correlated with younger age, less experience, being a general neurologist (vs. neuromuscular specialist), lacking a dedicated MG consultation, treating fewer patients, and not using demanding gMG goals, as well as lower agreeableness, vigor, dedication, and work absorption. Fewer years of experience (p=0.0206), fewer gMG patients managed (p=0.0119), higher extraversion (p=0.0311), lower agreeableness (p=0.0023), lower work absorption (p=0.0002), and not using demanding gMG goals (p=0.0377) were predictors of perceiving lower organizational support when adopting innovative treatments.
CONCLUSIONS: Organizational support was the main barrier to integrate new gMG treatments among Spanish neurologists, particularly for those with less experience and those not using demanding treatment goals. Addressing these factors may facilitate the adoption of innovative therapies in clinical practice.
METHODS: An online, cross-sectional study was conducted with the Spanish Society of Neurology. Neurologists completed a survey including demographic information, professional background, and behavioral traits. Resistance to adopting new targeted gMG treatments was assessed using a 34-item questionnaire, including 5 items assessing organizational support (scores 1-7; lower scores indicating greater resistance). Multivariate linear regression analyses determined the association between organizational support for change and participant characteristics.
RESULTS: A total of 149 neurologists were included (mean age [SD]: 39.0±9.4 years, 54.4% male, median experience managing gMG [IQR]: 7 [3-15] years). Organizational support was identified as the greatest barrier to adopting new gMG treatments (mean±SD: 3.6±1.4). Lower perceived organizational support correlated with younger age, less experience, being a general neurologist (vs. neuromuscular specialist), lacking a dedicated MG consultation, treating fewer patients, and not using demanding gMG goals, as well as lower agreeableness, vigor, dedication, and work absorption. Fewer years of experience (p=0.0206), fewer gMG patients managed (p=0.0119), higher extraversion (p=0.0311), lower agreeableness (p=0.0023), lower work absorption (p=0.0002), and not using demanding gMG goals (p=0.0377) were predictors of perceiving lower organizational support when adopting innovative treatments.
CONCLUSIONS: Organizational support was the main barrier to integrate new gMG treatments among Spanish neurologists, particularly for those with less experience and those not using demanding treatment goals. Addressing these factors may facilitate the adoption of innovative therapies in clinical practice.
Conference/Value in Health Info
2025-11, ISPOR Europe 2025, Glasgow, Scotland
Value in Health, Volume 28, Issue S2
Code
HSD80
Topic
Health Service Delivery & Process of Care
Disease
Biologics & Biosimilars, Neurological Disorders, No Additional Disease & Conditions/Specialized Treatment Areas, Rare & Orphan Diseases