- •Champions led four different project types; the most common was quality improvement.
- •Frontline nurse champions led both top-down and bottom-up projects.
- •Project type, initiation level, and personal championship solely do not matter.
- •Bottom-up service and administrative projects require championship behaviors.
- •For human resource and top-down projects, championship behaviors do not matter.
Frontline nurse champions are key innovation-implementation agents. Despite the growing interest in nurse champions’ innovation, whether project novelty is a product of championship behavior (e.g., expressing confidence in the innovation's success and network building), the project's contextual characteristics (project type and initiation level), or their joint effects, remains unsolved.
To develop and test an interactionist model of project novelty in nursing.
A cross-sectional design with a multisource approach to data collection.
Results demonstrated a direct effect of project type, a two-way interaction effect of level of initiation and project type, a two-way interaction effect of championship and project type, and a three-way interaction effect of project type, initiation level, and championship on project's novelty.
Bottom-up service and administrative projects require champions’ championship behaviors to foster novelty, whereas for bottom-up quality-improvement projects, such behaviors can harm project novelty. For human-resource projects and for top-down projects, championship behaviors do not matter.
To read this article in full you will need to make a payment
Purchase one-time access:Academic & Personal: 24 hour online accessCorporate R&D Professionals: 24 hour online access
One-time access price info
- For academic or personal research use, select 'Academic and Personal'
- For corporate R&D use, select 'Corporate R&D Professionals'
Subscribe:Subscribe to Nursing Outlook
Already a print subscriber? Claim online access
Already an online subscriber? Sign in
Register: Create an account
Institutional Access: Sign in to ScienceDirect
- The social psychology of creativity: A componential conceptualization.Journal of Personality and Social Psychology. 1983; 45: 357-376
- Towards a multidisciplinary definition of innovation.Management Decision. 2009; 47: 1323-1339
- The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.Journal of Personality and Social Psychology. 1986; 51: 1173-1182
- The challenges of leading change in health-care delivery from the front-line.Journal of Nursing Management. 2017; 25: 449-456
- Process management impact on clinical and experiential quality: Managing tensions between safe and patient-centered healthcare.Manufacturing & Service Operations Management. 2012; 14: 548-566
- The strong situation hypothesis.Personal and Social Psychology Review. 2009; 13: 62-72
- A multi-dimensional framework of organizational innovation: A systematic review of the literature.Journal of Management Studies. 2010; 47: 1154-1191
- Moderation in management research: What, why, when, and how.Journal of Business and Psychology. 2014; 29: 1-19
- No magic targets! Changing clinical practice to become more evidence based.Health Care Management Review. 2010; 35: 2-12
- Narrowing the gap between safety policy and practice: The role of nurses’ implicit theories and heuristics.in: Waring J. A socio-cultural perspective on patient safety (chap. 3). Taylor & Francis, London, UK2011
- Can we win them all? Benefits and costs of structured and flexible innovation–implementations.Journal of Organizational Behavior. 2004; 25: 217-234
- Innovation as emergence in healthcare: Unpacking change from within.Social Science & Medicine. 2013; 93: 201-211
- Managing educational champions: Entrepreneurship in schools.Journal of School Leadership. 2012; 22: 210-255
- The nonspread of innovations: The mediating role of professionals.Academy of Management Journal. 2005; 48: 117-134
- The elusive product champion.Research Management. 1986; 29: 13-16
- Interlocking interactions, the diffusion of innovations in health care.Human Relations. 2002; 55: 1429-1449
- The antecedents, consequences, and mediating role of organizational ambidexterity.Academy of Management Journal. 2004; 47: 209-226
- Diffusion of innovations in service organization: Systematic review and recommendations.The Milbank Quarterly. 2004; 82: 581-629
- Planning and studying improvement in patient care: The use of theoretical perspectives.The Milbank Quarterly. 2007; 85: 93-138
- The role of the organizational champion in achieving health system change.Social Science & Medicine. 2012; 74: 348-355
- Champions of change: Identifying, understanding, and supporting champions of technological innovations.Organizational Dynamics. 1990; 19: 40-55
- Champions of technological innovation.Administrative Science Quarterly. 1990; 35: 317-341
- Effects of champion behavior, team potency, and external communication activities on predicting team performance.Group & Organization Management. 2006; 31: 180-211
- Champions of product innovations: Defining, developing, and validating a measure of champion behavior.Journal of Business Venturing. 2005; 20: 641-661
- Innovative behaviour, trust and perceived workplace performance.British Journal of Management. 2018;
- The person–situation debate revisited: Effect of situation strength and trait activation on the validity of the Big Five personality traits in predicting job performance.Academy of Management Journal. 2015; 58: 1149-1179
- A concept analysis of innovation in nursing.Procedia-Social and Behavioral Sciences. 2015; 195: 1674-1678
- Top-down, bottom-up, or both? Toward an integrative perspective on operations strategy formation.Journal of Operations Management. 2014; 32: 462-474
- Innovation in healthcare: A systematic review of recent research.Nursing Science Quarterly. 2006; 19: 66-72
- Street-level bureaucracy: Dilemmas of the individual in public service (30th ann. exp. ed.).Russell Sage Foundation, New York, NY2010
- Characteristics and Behaviors of Formal versus Informal Nurse Champions and Their Relationship to Innovation Success.Journal of Advanced Nursing. 2019; 75: 85-95https://doi.org/10.1111/jan.13838
- First-line nurse leaders’ health-care change management initiatives.Journal of Nursing Management. 2012; 20: 249-259
- Champions and antagonists: Relationships with R&D project characteristics and management.Journal of Engineering and Technology Management. 1991; 8 (doi.org/10.1016/0923-4748(91)90012-G): 217-242
- Innovation in nursing practice: A means to tackling the global challenges facing nurses, midwives and nurse leaders and managers in the future.Journal of Nursing Management. 2011; 19: 165-169
- A review and synthesis of situational strength in the organizational sciences.Journal of Management. 2010; 36: 121-140
- Toward a cognitive social learning reconceptualization of personality.Psychological Review. 1973; 80: 252-283
- The interaction of person and situation.in: Magnusson D. Endler N.S. Personality at the crossroads: Current issues in interactional psychology. Lawrence Erlbaum, Hillsdale, NJ1977: 333-352
- Why does the quality of health care continue to lag? Insights from management research.Academy of Management Perspectives. 2009; 23: 24-42
- Achieving a “top-down” change agenda by driving and supporting a collaborative “bottom-up” process: Case study of a large-scale enhanced recovery programme.BMJ Open Quality. 2017; 6E000008
- A study of innovation processes used in the United States healthcare system (Doctoral dissertation).Purdue University, West Lafayette, Indiana2013
- What happens when healthcare innovations collide?.BMJ Quality & Safety. 2015; 25: 9
- From creativity to innovation: The social network drivers of the four phases of the idea journey.Academy of Management Review. 2017; 42: 53-79
- The character and significance of strategy process research.Strategic Management Journal. 1992; 13: 5-16
- When narcissism drives project champions: A review and research agenda.International Journal of Project Management. 2015; 33: 1180-1190
- The role of nursing best practice champions in diffusing practice guidelines: A mixed methods study.Worldviews on Evidence‐Based Nursing. 2010; 7: 238-251
- Diffusion of innovations.5th ed. Free Press, New York, NY2003
- Towards an innovation‐type mapping tool.Management Decision. 2011; 49: 73-86
- Role of bottom‐up decision processes in improving the quality of health care delivery: A contingency perspective.Production and Operations Management. 2016; 25: 458-476
- The impact of health information technology bundles on hospital performance: An econometric study.Journal of Operations Management. 2016; 41: 25-41
- Developing evidence‐based practice champions in the Maldives.International Journal of Nursing Practice. 2013; 19: 596-602
- Role of champions in the implementation of patient safety practice change.Healthcare Quarterly. 2012; 12: 123-128
- Championship behaviors and innovations success: An empirical investigation of university spin‐offs.Journal of Product Innovation Management. 2011; 28: 586-598
- Developing organization change champions: A high payoff investment!.OD Practitioner: Journal of the National Organization Development Network. 2009; 41: 14-19
- Exploring the impact of transformational leadership on nurse innovation behaviour: A cross‐sectional study.Journal of Nursing Management. 2015; 23: 427-439
- Innovation, cultural values, and the management of change in British hospitals.Work & Stress. 1992; 6: 293-310
- Innovation in top management teams.Journal of Applied Psychology. 1996; 81: 680-693
- Nurse champions: A key role in bridging the gap between research and practice.Journal of Emergency Nursing. 2011; 37: 386-387
Published online: February 08, 2019
Accepted: February 2, 2019
Received in revised form: December 24, 2018
Received: September 26, 2018
© 2019 Elsevier Inc. All rights reserved.