Fontes de inovação na
enfermagem: implicações para a prática assistencial e o desenvolvimento de
novos modelos de negócios
Sttefani
Caroline Bordenski
https://orcid.org/0009-0008-8812-1064
Master=
's
Student in the Professional Master's Program in Administration at the
University of Contestado - UNC, Mafra, SC, Br=
azil.
E-mail:
sttefani.bordenski@gmail.com
Robson
de Faria Silva
https://orcid=
.org/0000-0001-9404-3439
Ph.D. in Administration.
Pontifical Catholic University of Paraná. Mafra,
Santa Catarina, Brazil.
E-mail:
Manuela
Pozza Ellwanger
https://orcid.org/0009-0003-1115-6377
Specialist in Health Management
and Innovation. U=
niversity
of Contestado. Mafra, Santa Catarina, Brazil.
E-mail: manupozza@hotmail.com
Luciano
Bendlin
https://orcid=
.org/0000-0002-3251-7528
Ph.D. in Administration.
Pontifical Catholic University of Paraná. Mafra,
Santa Catarina, Brazil.
E-mail: luciano.bendlin@professor.unc.br
ABSTRACT
This article investigates the origins of
innovation in nursing, based on Schumpeter's theory (1934), and its applica=
tion
in healthcare practice and the development of new business models. This is a theoretical study base=
d on a
narrative literature review, in which three main sources of innovation in
nursing were identified: the introduction of new products, the application =
of
innovative production techniques, and the exploration of new markets. The
advent of new products, such as assistive technologies, has revolutionized
nursing practice, enhancing the quality of patient care. The application of
innovative techniques in the structuring and delivery of healthcare services
has improved assistance processes, while the exploration of new markets, su=
ch
as the adoption of telemedicine, has expanded access to care, particularly =
in
remote areas. The study highlights the need for stronger institutional supp=
ort
to foster innovation in nursing, considering the obstacles professionals fa=
ce,
such as the lack of understanding of the patenting process. It concludedes that technological innovation, combined w=
ith
creativity and interdisciplinary collaboration, is essential to transforming
nursing and the healthcare system as a whole.
Keywords:
innovation. nursing; technological
innovations; healthcare management; elderly assistance.
RESUMO
Este artigo investiga as origens da inova=
ção
na enfermagem, com base na teoria de Schumpeter (1934), e sua aplicação na
prática assistencial em saúde e no desenvolvimento de novos modelos de
negócios. Trata-se de um e=
studo
de natureza teórica, baseado em revisão narrativa da literatura, no qual fo=
ram
identificadas três principais fontes de inovação na enfermagem: a introduçã=
o de
novos produtos, a aplicação de métodos inovadores de produção e a exploraçã=
o de
novos mercados. O advento de novos produtos, como as tecnologias
assistivas, revolucionou a prática da enfermagem, elevando a qualidade do
cuidado ao paciente. A aplicação de técnicas inovadoras na estruturação e
prestação dos serviços de saúde aprimorou os processos assistenciais, enqua=
nto
a exploração de novos mercados, como a adoção da telemedicina, ampliou o ac=
esso
ao cuidado, especialmente em áreas remotas. O estudo destaca a necessidade =
de
maior apoio institucional para fomentar a inovação na enfermagem, considera=
ndo
os obstáculos enfrentados pelos profissionais, como a falta de conhecimento
sobre o processo de patenteamento. Conclui-se que a inovação tecnológica,
aliada à criatividade e à colaboração interdisciplinar, é essencial para
transformar a enfermagem e o sistema de saúde como um todo.
Palavras-chave: inovação; enfermagem; inovações tecnológicas; gestão em saúde;
assistência ao idoso.
Recebido
em 10/03/2025. Aprovado em 10/09/2025. Avaliado pelo sistema double blind
https://doi.org/10.22279/navus.v16.2101 =
1=
INTRO=
DUCTION
Innovation in the field of n=
ursing
is essential for enhancing the quality of healthcare services, adapting to =
the
emerging demands of patients, and addressing changes in the healthcare
landscape. The adoption of innovative technologies, evidence-based practice=
s,
and patient-centered strategies plays a crucial role in advancing nursing
practice. According to Silva and Machado (2020), nursing holds a significant
role in Brazil’s Unified Health System (SUS), and is vital for the introduc=
tion
of innovations aimed at improving healthcare services.
The origins of innovation in=
nursing
are diverse, encompassing scientific research, clinical practice, patient
needs, and health policies. The combination of these sources enables the
development of innovative solutions that meet the specific demands of the
sector. Frota et al. (2020) emphasize the importance of education and
professional management in nursing to address the challenges posed by new l=
abor
scenarios, underscoring the need for educational innovation to prepare
professionals capable of functioning in complex and globalized environments=
.
Additionally, interdisciplin=
ary
cooperation and the direct involvement of nurses in administration and
decision-making processes are essential to fostering innovation. Machado et=
al.
(2020) highlight the challenges faced by Brazilian nursing in the labor mar=
ket
and regulatory processes, suggesting that innovation is crucial for overcom=
ing
these obstacles and enhancing professional practice.
Innovation in nursing serves=
as a
differentiating factor, playing a pivotal role in responding to emerging
population needs and improving the quality of care. Studies highlight the
significance of initiatives that implement evidence-based practices and inn=
ovative
strategies, such as mobile clinics and services targeting populations with
limited access to primary care, demonstrating how new care models can expand
healthcare access (Breton et al., 2024).
The sources of innovation are
varied, ranging from knowledge promotion and user-driven needs to large-sca=
le
customization and design-driven innovation. These sources are categorized i=
nto
frameworks that facilitate the understanding of how innovation can be
stimulated and implemented in different settings, including healthcare and,=
in particular,
nursing (Tidd & Bessant, 2015).
Nursing employs research and
evidence-based practice as key drivers of innovation. Studies such as that =
by
Oliveira et al. (2021) indicate that the creation of new clinical protocols=
and
technologies in nursing practice is directly influenced by advancements in
scientific knowledge.
Tidd and Bessant (2015) emph=
asize
that innovation often arises from the identification of specific user needs=
. In
the context of nursing, Frota et al. (2020) point out that the rise in chro=
nic
diseases and the growing demand for personalized care have driven new
approaches in clinical practice, such as home care models and remote monito=
ring
programs.
Schumpeter (1934) identified=
five
primary sources of innovation: the introduction of new goods or significant
product improvements, the implementation of innovative production methods, =
the
opening of new markets, the discovery of new sources of raw materials, and =
the
creation of new organizations or business models. These categories form the
foundation for understanding the origins and impacts of innovation across
various sectors, including nursing, by offering tools to transform practices
and services.
To support this perspective,=
Tidd
and Bessant (2015) broaden the understanding of innovation sources by
incorporating market and industry transformations, technological advances,
demographic and social changes, and new knowledge bases. They argue that
innovations can emerge from shifts in consumer preferences, institutional
interactions, and internal and external factors that reshape products and
services. These principles highlight the importance of an integrated strategy to identify and seize opportuni=
ties,
particularly in healthcare, where needs are dynamic and diverse.
Given the above, it is evide=
nt that
innovation in nursing is critical for improving the quality of healthcare
services, adapting to emerging patient needs, and addressing shifts in the
health sector. In this context, the following research question emerges: wh=
at
are the most relevant sources of innovation in nursing, and how can they be
employed to foster progress in professional practice? This theoretical
reflection aims to examine the key sources of innovation identified in the
literature and discuss their applicability to nursing, emphasizing practical
and theoretical contributions that can guide strategies for improvement wit=
hin
the healthcare field.
2. METHODOLOGY
This
study is characterized as a theoretical essay grounded in a narrative revie=
w of
national and international literature. The search included classical works =
by
Schumpeter, as well as recent articles on innovation in nursing and health
management. The data were analyzed qualitatively, seeking to identify thema=
tic
categories that supported the reflection on the main sources of innovation =
in
nursing.
3. RESULTS
The
review made it possible to identify three central categories of innovation =
in
nursing: (1) the introduction of new products, such as assistive technologi=
es
and telemedicine; (2) the application of innovative production methods, suc=
h as
care and management protocols; and (3) the opening of new markets, including
new business models and nursing entrepreneurship.
In
addition, the analysis highlighted that these categories are interconnected,
reinforcing that innovation in nursing does not occur in isolation but rath=
er
as a dynamic process shaped by technological advances, organizational chang=
es,
and social demands. The literature showed that new products are often
accompanied by adjustments in care protocols and service management, while =
the
expansion into new markets frequently relies on both technological and
organizational innovations. These results indicate that innovation in nursi=
ng
emerges as a multifaceted phenomenon, requiring institutional support and
interdisciplinary collaboration to be effectively implemented.
4. SOURCES OF INNOVATION AND THEIR APPLICAT=
ION IN
NURSING
Academic research on innovat=
ion in
nursing has been extensive, highlighting its role in both care and
organizational practices. Studies have examined the integration of emerging
technologies, the use of innovative methods, and the customization of solut=
ions
tailored to patients' specific needs, emphasizing the strategic importance =
of
nursing in transforming healthcare systems (Gonçalves & Ramos, 2019; Si=
lva
& Pereira, 2020; Carvalho & Silva, 2020; Oliveira & Santos, 202=
1;
Freitas & Costa, 2021).
This comprehensive approach
demonstrates the increasing significance of innovation as a means to enhance
the effectiveness, safety, and quality of care within a global context of
complex challenges and continuous transformations. Technological innovation=
in
nursing is defined as the use of scientific knowledge to improve healthcare
delivery, diagnosis, treatment, and patient prognosis. Innovation is not
limited to products or devices but also encompasses the development of new
processes and protocols aimed at achieving excellence in care. Therefore,
innovation is viewed as a process that goes beyond the use of technologies,
incorporating professionals’ creativity in identifying needs and seeking
solutions (Avelar & Santos, 2020; Aquino et al., 2010).
The incorporation of technol=
ogy and
innovation within the healthcare and nursing sectors can improve quality of
life, care efficiency, new care techniques, and equipment availability,
generating positive effects for individuals and communities (Primo &
In recent years, technologic=
al
innovations in healthcare have undergone methodological advancements,
increasing their impact on the scientific community and among healthcare
administrators. As an institutionalized practice, technological innovation =
aims
to identify and clarify criteria that assist in allocating limited resources
under specific circumstances. Based on the concept of scientific and techni=
cal
rationality, it prioritizes evidence-based practices, establishes evaluation
standards, and implements "standardized" methods in processes to
create socially legitimate conditions for overcoming conflicts of interest =
in
healthcare technology implementation (Angelis, Lange, & Kanavos, 2018).=
The origins of innovation in=
nursing
are closely tied to the use of educational technologies, which have
revolutionized how nursing professionals and students engage in learning and
clinical practice. There is an
increasing reliance on digital technologies, such as online platforms and
high-precision simulators, particularly in nursing education, promoting a m=
ore
interactive and effective learning experience. However, a limiting factor in
the use of these technologies is the to adapt to new methodologies, which m=
ay
face resistance from some educators and require additional training and
resources. Nevertheless, the advantages, such as increased student interact=
ion
and enhanced decision-making and critical-thinking skills, underscore the
growing importance of technological innovation in both nursing education and
clinical practice (Araújo-Girão et al., 2020).
In the context of nursing, s=
ources
of innovationcan be associated with various
technologies that significantly impact care practices. These technologies a=
re
categorized into three main types: soft, soft-hard, and hard technologies. =
Each
category plays a crucial role in enhancing healthcare delivery. Soft
technologies, which include elements like establishing trust and empathy,
directly influence the quality of nurse-patient interactions. In contrast, =
hard
technologies, such as medical devices and management systems, are essential=
for
improving processes and ensuring precision in care delivery (Pereira et al.,
2012).
Soft technologies are associ=
ated
with relational aspects of care, such as communication and empathy, which a=
re
critical for fostering a compassionate connection between nurses and patien=
ts.
Soft-hard technologies encompass the technical and scientific knowledge app=
lied
in care, including the models and theories that underpin nursing practice.
Lastly, hard technologies include physical tools, such as medical equipment=
and
technological devices, that are indispensable for delivering care. These th=
ree
categories are interconnected and, when combined, ensure efficient and
comprehensive care in nursing practice (Silva, Alvim, & Figueiredo, 200=
8).
For the effective use of tec=
hnology
in nursing, it is essential to maintain a balance between these tools and a
humanized approach to care, ensuring that technology integrates with rather
than overshadows patient care. Continuous reflection on the incorporation of
technology into daily nursing practice is crucial for improving the quality=
of careand implementing innovations that meet the needs =
of
both patients and healthcare teams (Pereira et al., 2012).
Based on Schumpeter's (1934)
theoretical reflection, this article presents the main categories of innova=
tion
sources identified in the nursing literature. These include the introductio=
n of
new products, the application of innovative production methods, and the ope=
ning
of new markets. The implementation of new products in nursing involves the
development and adoption of technologies that address specific healthcare
needs, thereby enhancing the quality of services. The application of innova=
tive
production methods entails the development of new processes, protocols, and strategies=
to
improve the efficiency and effectiveness of care. Meanwhile, the exploratio=
n of
new markets focuses on expanding access to nursing care through creative
solutions in new geographic or demographic regions. These innovation sources
contribute to transforming nursing practice, making it more dynamic, access=
ible,
and responsive to current healthcare demands.
5. INTRODUCTION OF NEW GOODS
According to Schumpeter (193=
4), one
of the primary sources of innovation is the introduction of new products or
significant improvements to existing ones. In his theory of creative
destruction, such innovations act as driving forces that disrupt the existi=
ng economic
equilibrium, generate new markets, increase productivity, and eliminate
obsolete technologies or products.
In Schumpeterian thought, the
introduction of new products or improvements is not limited to the technica=
l or
functional aspects of innovation but extends to its economic and social
consequences. Schumpeter argues that such advancements are often driven by
entrepreneurs—visionaries who can recognize opportunities, mobilize resourc=
es,
and take risks to implement innovative solutions in the market. These
innovations significantly affect consumption patterns, intensify competitio=
n,
and reshape market structures.
Schumpeter also differentiat=
es
between incremental and radical innovation. While incremental innovation
involves continuous improvements to existing products, radical innovation
introduces entirely new and revolutionary concepts. Both forms play
complementary roles in economic progress: incremental innovation promotes
efficiency and competitiveness, whereas radical innovation paves the way for
new industries and markets (Santos, Fazion, &am=
p;
Meroe, 2012).
Given this, Schumpeter's the=
ory
highlights that innovation does not occur in isolation but rather within a
dynamic environment involving interactions among businesses, consumers,
governments, and research institutions. In healthcare, nursing work is
frequently associated with organizational technologies and is closely conne=
cted
to individuals, their families, and the broader community.
Understanding the connection= between nursing and innovation requires a scientific foundation that expands the perspectives of this debate. This understanding facilitates both research a= nd practical action by nurses in technologically advanced settings, supporting improved care delivery and promoting advancements in human health, especial= ly in the face of imminent and revolutionary changes (Ferreira et al., 2020).<= o:p>
In this context, research in=
dicates
that creativity plays a crucial role in the innovation process, serving as a
fundamental skill for seeking innovative solutions and continuous improveme=
nt.
According to Feldman et al. (2008), creativity, combined with knowledge and
competence, is a strategic resource that enables nurses to develop innovati=
ve
methods, enhance existing practices, and adapt to challenging healthcare
environments. Many healthcare organizations striving for quality have
recognized that their potential for growth lies in human capital (Barret,
1998). Thus, recognizing human capital as a driver of organizational growth
emphasizes the transformative role of creativityin
this process.
Creativity often emerges fro=
m a lack
of alternatives or from dissatisfaction with existing options. It disrupts =
the
status quo by creating new paths and causing shifts in previously stable
systems. This is why creative individuals are highly valued, although they =
are
often misunderstood, criticized, or even marginalized.
While creativity and innovat=
ion may
cause discomfort by challenging established norms, they also open doors to
progress and improvement (Alencar, 2002; Mussak,
2003). Christensen (1997) supports this concept, demonstrating how disrupti=
ve
innovations often originate from seemingly modest solutions that, by addres=
sing
neglected needs or new market segments, can transform entire industries. Th=
is
principle underscores the importance of creativity as a strategic competency
for identifying hidden opportunities and turning obstacles into significant
advances.
Moreover, Amabile (1983) emp=
hasizes
that creativity forms the basis for discovering novel approaches, enabling =
the
creation of concepts that challenge the status quo and generate value throu=
gh
innovation. These perspectives highlight that creativity is not merely an
ephemeral inspiration but rather a structured and essential element in the
process of disruptive innovation.
Feldman et al. (2008) assert=
that
"creativity and innovation are key elements for organizational improve=
ment
and for nursing to develop alternatives to solve professional challenges.&q=
uot;
Innovation in nursing, driven by creativity and disruptive innovation
principles, serves as a crucial tool for confronting current healthcare
challenges. Schumpeter's theory, combined with the insights of authors such=
as Feldman,
Christensen, and Amabile, illustrates that creativity is not merely an
attribute but a strategic necessity. It enables the identification of
innovative solutions, the adaptation to complex contexts, and transformatio=
n of
care practices.
In nursing, creativity and
innovation not only encourage the continuous improvement of practices but a=
lso
foster structural changes in the healthcare system, enhancing the
effectiveness, safety, and quality of patient care. Therefore, recognizing =
and
investing in the creative capacity of healthcare professionals is essential=
for
achieving sustainable advancements and meeting the needs of a constantly
evolving global context.
6.
IMPLEMENTATION OF INNOVATIVE PRODUCTION METHODS IN NURSING
In nursing, the application of innovative producti=
on
methods goes beyond merely incorporating new technologies or processes. It
involves restructuring organizational and care practices to address emerging
needs more efficiently. Schumpeter (1934) emphasized that innovation in
production methods occurs when organizations discover ways to convert exist=
ing
resources into more impactful results, often challenging previously establi=
shed
paradigms.
According to Tidd and Bessant (2015), applying
innovative production methods entails implementing new processes or
significantly modifying existing ones to enhance efficiency, reduce costs, =
or
provide greater value to customers. This type of innovation encompasses not
only technological advancements but also organizational, managerial, and
cultural changes that facilitate the effective adoption and implementation =
of
these innovations. It is a crucial component for the success of organizatio=
ns
seeking to adapt and thrive in competitive environments.
Freeman (1982) reinforces this perspective by
highlighting that process innovation reflects an organization's capacity to
acquire and utilize new knowledge. He argues that successful implementation
requires coordinated efforts across various organizational levels, from
strategic planning to operational execution. Technological advancements
frequently drive innovative production methods, necessitating changes in wo=
rk
systems and production processes to maximize results.
Pavitt (1984) asserts that the application of
innovative methods is inherently cooperative and interconnected, involving
interaction acros multiple sectors and the tran=
sfer
of knowledge among participants in the production process. He emphasizes th=
at
companies investing in research and development (R&D) and building
collaborative networks are better equipped to incorporate these innovations,
leading to increased productivity and quality.
Furthermore, Tidd and Bessant (2015) stress that t=
he
successful implementation of innovative production methods is linked to the
development of an organizational culture that prioritizes continuous learni=
ng
and active employee participation. They note that resistance to change is o=
ne
of the greatest challenges organizations face and that strategies such as
transparent communication, training, and team involvement are essential for=
overcoming
these obstacles.
The application of innovative production methods
underscores the importance of balancing technological and organizational
advancements with a strategic and collaborative approach. In healthcare,
particularly in nursing, a new perspective is required. Various research mo=
dels
have been considered, and while basic research is indispensable, there must
also be a focus on practical applications for the future. These investigati=
ons
provide a foundation for innovation research, which is increasingly anticip=
ated
(Reichembach & Pontes, 2020).
Aquino et al. (2010) emphasize that the concept of technology and its branches, such as technological innovation, is not limit= ed to products or technical instruments. The authors argue that tools and machines, on their own, have no inherent purpose; rather, it is the executi= on of human work, guided by a technological model of action and influenced by specific social relationships, that gives these tools intentional meaning.<= o:p>
Reflecting on technological innovation in healthca=
re,
particularly in nursing, involves routine activities developed by specialis=
ts
to achieve the best outcomes for patients and their families. Healthcare
experiences across hospital, outpatient, home, and community settings encom=
pass
a range of situations, experiences, and knowledge that serve as an
inexhaustible source of learning (Avelar & Santos, 2020).
Moreover, Fleiszer et =
al.
(2015) highlight that the sustainability of healthcare innovations depends =
on
factors such as adaptation to local needs, institutional support, and the
ongoing engagement of stakeholders. These elements are critical for ensuring
that innovations can be expand and be maintained in various contexts,
facilitating the exploration of new markets and improving access to healthc=
are
services.
Technological innovations incorporated into nursing
practice can enhance both time and resource efficiency while also raising t=
he
quality of patient care (Souza, Silvino, & Souza, 2020). Capezuti et al. (2013) discuss an innovative model ai=
med at
improving the care of hospitalized elderly patients through the implementat=
ion
of evidence-based practices, continuous nurse training, and strategies for
organizational adaptation. This model promotes significant changes in care
delivery, optimizes patient outcomes, and illustrates the application of
innovative techniques in nursing.
By increasing the efficient use of time and resour=
ces,
technological innovations also create opportunities for implementing more
specific and personalized solutions. Assistive technologies, often developed
with the active collaboration of nurses, have played a transformative role =
in
clinical practice. These innovations expand the scope of care and enable
interventions that are better aligned with the individual needs of patients
(Aquino et al., 2010).
In conclusion, the adoption of innovative producti=
on
methods in nursing serves as a strategy to improve processes, enhance outco=
mes,
and respond more effectively to the emerging needs of the healthcare sector.
This methodology, rooted in solid theories such as those of Schumpeter (193=
4),
Tidd and Bessant (2015), Freeman (1982), and Pavitt (1984), underscores the
importance of integrating technological progress within organizational
structures that promote continuous learning and collaboration.
Consequently, nursing practice, enriched by
innovations and technologies, exemplifies the practical implementation of t=
hese
principles, highlighting the role of nurses as essential catalysts for chan=
ge.
The combination of technology, care practices, and applied research emerges=
as
a vital response for improving care quality and addressing the challenges o=
f an
ever-evolving healthcare environment.
7.
OPENING NEW MARKETS
According to Schumpeter (1997), innovation occurs = when a company introduces its products or services into previously unexplored markets, whether those markets already exist or are newly created. This strategy enables organizations to expand their customer base and diversify revenue streams, contributing to economic development and competitiveness.<= o:p>
Tidd and Bessant (2015) emphasize that entering new
markets is not limited to territorial expansion but also includes identifyi=
ng
untapped market niches and developing demand for innovative products. They
highlight that this strategy requires a deep understanding of customer needs
and the ability to tailor products to meet emerging demands. Breton et al.
(2024) describe the implementation of organizational innovations, such as
multidisciplinary and mobile clinics, to improve access to primary care ser=
vices
for patients without a regular healthcare provider, exemplifying the
introduction of new services in the healthcare sector.
Kotler (1967) asserts that entering new markets re=
quires
a thorough understanding of consumer needs, desires, and attitudes. He
emphasizes that standardized marketing tactics may be ineffective if they a=
re
not adapted to the cultural, social, and economic particularities of each r=
egion.
Kotler argues that companies that invest in market research and segmentation
are more likely to succeed, as they can adjust their strategies to meet loc=
al
consumer expectations, thereby increasing acceptance and competitiveness. T=
his
perspective underscores that cultural awareness and strategic adaptability =
are
fundamental components of innovation aimed at market expansion.
Furthermore, Porter (1980) introduces the "Fi=
ve
Forces" model as a tool for analyzing market competition dynamics. Wit=
hin
this framework, Porter highlights that entering new markets can be an effec=
tive
tactic for mitigating intense competition in saturated sectors. He argues t=
hat
by moving into less competitive or emerging markets, companies can reduce
competitive pressures while identifying new opportunities for growth and
profitability. This strategy not only diversifies risk but also generates
competitive advantages by addressing unmet needs and establishing a pioneer=
ing
presence in these markets.The exploration of new
markets in the healthcare sector is frequently discussed in the scientific
literature, emphasizing the importance of innovation and adaptability to
evolving needs. Recent research examines how technological advancements have
expanded healthcare services to previously underserved regions, with
telemedicine emerging as a crucial tool for reaching remote communities and
improving access to healthcare (Novaes & Soárez,
2020).
Silva et al. (2023) investigated the entry of
biotechnology institutions into emerging markets, focusing on strategies su=
ch
as public-private partnerships and investments in research and development =
to
meet the specific demands of these markets. They highlight that technologic=
al
innovation in healthcare involves applying scientific and technological
knowledge to solve problems across various fields, leading to improvements =
in
diagnosis, treatment, and prognosis. This results in cost savings, professi=
onal
support, and enhanced care processes.
A recent example of challenges in the healthcare
sector was the COVID-19 pandemic, which exposed significant vulnerabilities=
in
global health systems and underscored the lack of adequate planning and
management. However, new opportunities also arose for entrepreneurs in the
healthcare field, who began adopting innovative strategies such as viewing
healthcare through a life-cycle le=
ns and
emphasizing lifestyle-centered medicine. They also implemented strategies l=
ike
the Blue Ocean approach to move away from direct competition. This context
provides innovators with the opportunity to develop unique solutions that
efficiently address emerging healthcare demands (Aveni, 2020).
The Blue Ocean Strategy, developed by Kim and
Mauborgne (2005), proposes an innovative business approach aimed at
establishing new market niches where competition is minimal. Instead of
competing in saturated markets (red oceans), the strategy focuses on
identifying and exploiting areas that have not yet been explored by consume=
rs,
offering unique products or services that address previously unmet needs.
In this context, the Blue Ocean Strategy is closely
linked to innovation, as it seeks to open new markets rather than compete in
overcrowded ones. This perspective highlights the importance of innovation =
as a
way to add value for customers by providing exclusive products or services =
that
fulfill unmet needs. By adhering to the Blue Ocean approach, organizations =
can
differentiate themselves by establishing areas with little competition, whe=
re
innovation becomes the driving force for exploring new growth opportunities=
and
securing a unique market position (Aquino, Chaves, & Bezerra, 2021).
In the healthcare sector, this strategy has proven
particularly effective, driven by the growing demand for accessible and
efficient solutions. By adopting the Blue Ocean principle, healthcare
organizations can innovate by developing differentiated and adaptable care
models that cater to diverse populations, overcoming the limitations of
conventional healthcare markets and opening new avenues for expansion.
In this regard, nursing has emerged as an innovati=
ve
business model that not only broadens opportunities for professionals in the
field but also fosters significant advancements in patient care. Over time,
nurses have increasingly taken on proactive roles in creating and managing =
new
ventures, particularly in health services, care products, and technological
solutions. This highlights the rising trend of change in the healthcare sec=
tor,
where innovation and entrepreneurship have become key elements in meeting
emerging needs and improving service effectiveness (Borges et al., 2022).
Entrepreneurship in nursing is defined by the abil=
ity
of professionals to recognize opportunities, mobilize resources, and apply
managerial skills, taking calculated risks to launch new products, processe=
s,
and services in the healthcare sector. It is not only a critical skill for
achieving independent practice but also an attribute that enhances nurses'
capacity to serve individuals and communities effectively (Santos &
The importance of entrepreneurship in nursing lies=
in
its capacity to foster innovations that improve the quality of healthcare <=
span
class=3DSpellE>servicesand expand the profession's visibility. Accor=
ding
to Coliche et al. (2019), entrepreneurship in
healthcare offers nurses the opportunity for self-employment through innova=
tive
strategies. This enables nursing professionals to create innovative solutio=
ns
to current problems, contributing to the advancement of the healthcare syst=
em.
Moreover, nursing entrepreneurship can manifest in
various ways, such as through specialized consulting services, nursing clin=
ics,
education, and the development of products and technologies. Thus, nursing
entrepreneurship provides opportunities for independent work, allowing
professionals to pursue a personal vision and a passion for improving health
outcomes through innovative methods. These actions not only meet patient ne=
eds
but also strengthen nurses’ position in the labor market (Silva et al., 202=
3).
The Federal Nursing Council (COFEN) has actively
promoted innovation and entrepreneurship within nursing through various
initiatives. These include launching the Inova-E portal, designed to provide
information, resources, and support networks for entrepreneurial nurses,
thereby encouraging the implementation of innovative solutions in healthcar=
e.
Additionally, COFEN has supported the creation of publications such as
"Questions and Answers on Entrepreneurship and Innovation in Nursing&q=
uot;,
which offer practical guidelines on the topic to expand access to tools that
foster innovation and business growth among nurses (COFEN, 2021).
8. FI=
NAL
CONSIDERATIONS
The objective of this theoretical study was achiev=
ed
by analyzing the main sources of innovation in nursing, based on Schumpeter=
's
theory (1934). The assessment of three primary sources of innovation — the =
introduction
of new products, the application of innovative production techniques, and t=
he exploration
of new markets — demonstrated their potential to revolutionize nursing prac=
tice.
These elements can expand care options, and improve the effectiveness of
medical services. The study revealed that innovation extends beyond the
development of new products to include the establishment of new processes a=
nd
business models that significantly impact the advancement of nursing and pu=
blic
health.
The introduction of new products, such as assistive
technologies and innovative devices, has been recognized as a key source of
innovation in nursing. The use of these emerging technologies, ranging from
medical devices to digital telehealth platforms, enhances not only service
efficiency but also the quality of care by enabling a more individualized
approach to patient needs. This type of innovation aligns closely with
Schumpeter's theory, which views the introduction of new products as a cata=
lyst
for economic and social transformations. In this context, product innovatio=
n enables
more dynamic and efficient solutions to longstanding problems.
The adoption of innovative production techniques is
another essential element of nursing innovation. This involves adapting new
organizational processes, altering care protocols, and implementing innovat=
ive
management models aimed at improving care delivery and enhancing the patient
experience. Schumpeter (1934) underscores the importance of new organizatio=
nal
models in the innovation process, which is reflected in nursing practices,
where organizational innovations can lead to increased efficiency and impro=
ved
care. Process modifications not only enable faster and more accurate service
but also help reduce costs and promote greater sustainability in the health=
care
sector.
The exploration of new markets is also aligned with
the pursuit of innovation in nursing, particularly during periods of crisis
such as the COVID-19 pandemic. In this scenario, innovation transcends prod=
uct
and service adaptation to include expanding access to healthcare services f=
or
marginalized groups and geographically remote regions. Schumpeter's theory =
on
market creation is evident in the development of remote care models and
telemedicine, which have enabled healthcare delivery to previously underser=
ved
areas. Furthermore, new markets can be explored through new business models=
and
services, such as specialized clinics or consultancies, which contribute to
diversifying healthcare services.
Despite the comprehensive insights provided by this
research on sources of innovation in nursing, certain limitations need to be
highlighted. First, there is a lack of research specifically focused on the
practical implementation of these innovations, particularly regarding the
introduction of new business models in nursing. The absence of detailed stu=
dies
on the obstacles faced by nurses — such as resistance to change, resource
constraints, or lack of knowledge about patenting processes — hinders a ful=
l understanding
of how these innovations can be effectively integrated. Additionally, the r=
ole
of government policies and institutional support for technological innovati=
on
warrants further investigation.
Future studies should address these gaps by conduc=
ting
a deeper analysis of the challenges professionals encounter when incorporat=
ing
technological and business innovations into nursing practice. Moreover, it =
is
relevant to examine the role of government policies and both public and pri=
vate
funding in promoting innovation in nursing. A more thorough evaluation of t=
hese
issues can enhance our understanding of how innovations can be sustained and
implemented in real-world settings, thereby supporting the advancement of
nursing practice and strengthening the healthcare system overall.
REFEREN=
CES
Alenc=
ar, E.
S. (2002). The management of creati=
vity.
São Paulo, Brazil: Makron Books.
Amabi=
le, T.
M. (1983). The social psychology of creativity: A componential
conceptualization. Journal of Perso=
nality
and Social Psychology, 45(2), 357–376.
Angel=
is,
A., Lange, A., & Kanavos, P. (2018). Using health technology assessment=
to
assess the value of new medicines: Results of a systematic review and expert
consultation across eight European countries. European Journal of Health Economics, 19, 123–152.
Aquin=
o, J.
B. A., Chaves, M. T., & Bezerra, A. C. S. (2021). The Blue Ocean tool a=
s a
strategy for innovation and creativity in Engenho Sanh=
açu.
Journal of Perspectives in Manageme=
nt
(JPM), 5, 81–95.
Aquin=
o, P.
S., de Melo, R. P.,Lopes, M. V. O., & Pinhe=
iro,
A. K. B. (2010). Analysis of the concept of technology in nursing based on =
the
evolutionary method. Acta Paulista de Enfermagem, 23, 690–696.
Araújo-Girão,
A. L., Silva-Nunes, M. L., Cavalcante, S. K., Costa-Lima de Oliveira, I.,
Freitas-Aires, S., Paz-de-Oliveira, S. K., & Fontenele-Lima de Carvalho=
, R.
E. (2020). Technologies in nursing education: Innovation
Avelar,
A. F. M., & Santos, L. M. (2020). Technological innovation in
health: Back to the origins. Revista Brasileira de Enferma=
gem, 74(Sup=
pl.
5), 1–2.
Avelar,
A. F. M., & Santos, L. M. (2021). Technological innovation in
health: Back to the origins. ,
74(Suppl. 5), e74Suppl501. <=
span
style=3D'font-family:"Myriad Pro",sans-serif;color:windowtext;text-decorati=
on:
none;text-underline:none'>https://doi.org/10.1590/0034-7167.202174Suppl501<=
/span>
Aveni, A. (2020). Entrepreneurship
and innovation in healthcare: An analysis of opportunities. Revista Coleta Ci=
entífica,
4(8), 67–81.
Barre=
tt, R.
(1998). Liberating the corporate so=
ul:
How to transform your organization into a living entity. São Paulo, Brazil:=
Cultrix Amana-Key.
Breto=
n, M.,
Pineault, R., Fillion, M., Ramond, B., & Traoré, N. (2024). Organizatio=
nal
innovations related to primary care access points for unattached patients in
Quebec: A multi-case qualitative study. BMC
Primary Care, 25. https://doi.org/10.1186/s12875-024-02614-y
Borge=
s, C.
S., Lima, K. V. M., Leite, C. L., & Lima Junior, F. A. (2022). The role=
of
nursing in entrepreneurship in Brazil. Research,
Society and Development, 11(10), e66111032366.
https://doi.org/10.33448/rsd-v11i10.32366
Capezuti,
E., Beckingham, S., & Perdue, D. (2013). Nurses improving the care of
hospitalized older adults: Creating a sustainable business model. Nursing Clinics of North America, =
48(2),
219–231. https://d=
oi.org/10.1016/j.cnur.2013.03.005
Carvalho,
R. L., & Silva, J. F. (2020). Design thinking: An approa=
ch
to research and innovation in nursing. Cogitare Enferma=
gem,
25(3), 1–15. Retrieved from https://w=
ww.scielo.br/j/cenf/a/gNm6vxwY4GnzhyqrpDyy64n/
Chris=
tensen,
C. M. (1997). The innovator's dilem=
ma:
When new technologies cause great firms to fail. Boston, MA: Harvard Busine=
ss
School Press.
Colichi,
R. M. B., Lima, S. G. S., Bonini, A. B. B., & Lima, S. A. M. (2019). Business entrepreneurship
and nursing: Integrative review. Revista
Brasileira de Enfermagem, 72, 321–330. https://doi.org/10.1590/0034-7167-2018-0671
Conselho
Federal de Enfermagem (COFEN). (2021). Cofen launches
publication on nursing entrepreneurship and innovation. Retrieved from https://w=
ww.cofen.gov.br/cofen-lanca-publicacao-sobre-empreendedorismo-e-inovacao-em=
-enfermagem/
Feldm=
an, L.
B., Ruthes, R. M., & Cunha, I. C. K. O. (2008). Creativity and innovati=
on:
Competencies in nursing management. Revista Brasileira de Enferma=
gem, 61(2), 239–242. https://doi.org/10.1590/S0034-71672008000200019
Ferreira,
A. G., Carvalho, D. P., Barlem, E. L. D., Loure=
nção,
L. G., Oliveira, A. M. N., & Rocha, L. P. (2020). Influ=
ence
of philosophy in the use of nursing technology: Integration review. Research, Society and Development,=
9(4),
e156943026. https://d=
oi.org/10.33448/rsd-v9i4.3026
Fleiszer,
A. R., Semeniuk, P., Ritchie, J. A., Cafferty, K. L., & Burke, S. E.
(2015). The sustainability of healthcare innovations: A concept analysis. Journal of Advanced Nursing, 71(6),
1263–1274.
Freem=
an, C.
(1982). The economics of industrial
innovation (2nd ed.). London, England: Pinter Publishers.
Freit=
as, M.
C., & Costa, L. B. (2021). Clinical research in nursing: Contributions =
to
technological innovation.
Frota,
M. A., Wermelinger, M. C. M. W., Vieira, L. J. =
E. S.,
Ximenes Neto, F. R. G., Queiroz, R. S. M., & de Amorim, R. F. (2020). <=
/span>Mapping
nurse education in Brazil: Challenges for practice in complex and globalized
settings. Ciência & Saúde Coletiva, 25(1), 25–35. https://doi.org/10.1590/1413-81232020251.27672019=
Gonçalves,
T. S., & Ramos, L. P. (2019). Innovative
Kim,
W. C., & Mauborgne, R. (2008). Blue ocean strategy: How=
to
create uncontested market space and make competition irrelevant (A. L. Sá,
Trans.). Rio de Janeiro, Brazil: Elsevier.
Kotle=
r, P.
(1967). Marketing management:
Analysis, planning, and control (2nd ed.). Englewood Cliffs, NJ: Prentice-H=
all.
Mussak,
E. (2003). Met=
acompetence:
A new vision of work and personal achievement. São Paulo, Brazil: Edi=
tora
Gente.
Novaes,
H. M. D., & Soárez, P. C. (2020). Health technology assessme=
nt:
Origin, development, and current challenges. Cadernos de Saú=
de
Pública, 36(=
9),
e00006820. https://doi.org/10.1590/0102-311X=
00006820
Oliveira,
A. B., & Santos, D. R. (2021). Scientific production in
nursing contributing to innovation and knowledge translation. ,
42, e20278. Retrieved from=
https://www.scielo.br/j/rgenf/a/pWQLv8b5MMsMD6MMK=
pyGTYQ/
Oliveira,
P. R. C., Rodrigues, V. E. S., de Oliveira, A. K. L., Oliveira, F. G. L., <=
span
class=3DSpellE>Ropcha, G. A., & Machado, A. L. G. (2021). Factors
associated with frailty in elderly patients followed in primary healthcare.=
Escola Anna Nery, 25(4), e20200355.
Retrieved from https://w=
ww.scielo.br/j/ean/a/TLV5cYpzZdM567B6ytbbK6K/
Pavit=
t, K.
(1984). Sectoral patterns of techni=
cal
change: Towards a taxonomy and a theory.
Pereira,
C. D. F. D., Pinto, D. P. S. R., Tourinho, F. S. V., & Santos, V. E. P.
(2012). Nursing technologi=
es
and their impact on care
practice. Revista
Brasileira de Inovação Tecnológica em Saúde, 1, 29–37. Retrieved
from https://w=
ww.scielo.br/j/rbitv
Porte=
r, M.
E. (1980). Competitive strategy:
Techniques for analyzing industries and competitors. New York, NY: Free Pre=
ss.
Primo=
, C.
C., & Furieri, L. B. (2019). Challenges and
contributions of professional postgraduate programs in nursing for training
nurse researchers. Revista de Enfermagem do
Centro-Oeste Mineiro,
9, 1–4.
Regis,
L. T. C., & Silva, M. R. (2022). Nursing contributions to t=
he
technological innovation scenario in health. Research, Society and Development, 11(6), e53511629291. =
https://doi.org/10.33448/rs=
d-v11i6.29291
Reichembach,
M. T., & Pontes, L. (2020). Innovative research in nursing: A necessary
shift. Revista Brasileira de Enfermagem, 73(4), e2020n4. https://doi.org/10.1590/0034-7167-2020730401
Santos,
A. B. A. dos, Fazion, C. B., & Meroe, G. P. S. de. (2012=
).
Closed vs. open innovation: A study on the evolution of Schumpeter’s concep=
t of
technological innovation.
Santos,
C. M. D. C., & Bolina, G. L. (2020). Nursi=
ng
entrepreneurship as a tool for care transformation. Revista Brasile=
ira de
Enfermagem, =
73,
54–60. https://doi.org/10.1590/0034-7167=
-2020-0784
Schumpeter,
J. A. (1934). The t=
heory
of economic development: An inquiry into profits, capital, credit, intere=
st,
and the business cycle. Cambridge, MA: Harvard University Press.
Schum=
peter,
J. A. (1997). Capitalism, socialism=
, and
democracy (3rd ed.). Rio
de Janeiro, Brazil: Editora Fundo de Cultura.
Silva,
D. C. da, Alvim, N. A. T., & Figueiredo, P.=
A.
de. (2008). Soft technologies in health and their
relationship with hospital nursing care. Escola Anna Nery
Revista de Enfermagem,
12(2), 291–298. https://doi.org/10.1590/S1414-814=
52008000200019
Silva,
E. K. B., & Machado, C. M. (2020). The r=
ole of
nursing in the Unified Health System (SUS) and the implementation of
innovations in the sector. <=
span
style=3D'font-family:"Myriad Pro",sans-serif'>Revista Brasileira de Enferma=
gem, 73(6), 871–879. Retrieved from https://www.scielo.br/j/rbenf/a/KvfXxZft
Silva,
E. D. da, Silva, J. P. P., Santos, A. F. dos, &=
amp;
Silva, L. M. (2023). Technological innovations in nursing care for the
elderly. Revista Eletrônica
Acervo Saúde, 2=
3(9). https://doi.org/10.25248/REAS.e12984.2023<=
/a>
Silva,
M. C., & Pereira, A. L. (2019). Innovation in health and
nursing care: Perspectives and challenges. Revista
Latino-Americana de Enfermagem,
27, e3179. <=
span
style=3D'font-family:"Myriad Pro",sans-serif;color:windowtext;text-decorati=
on:
none;text-underline:none'>https://doi.org/10.1590/1518-8345.0000.3179
Souza,
C. J., Silvino, Z. R., & Souza, D. F. (2020). Analy=
sis of
patent records in Brazilian nursing and their relation to professional mast=
er's
degrees. Revista Gaúcha
de Enfermagem, 41, 1–9.
Tidd,= J., & Bessant, J. (2015). Managing innovation: Integrating technological, market, and organizational change (5th ed.). Chichester, UK: John Wiley & Sons.<= o:p>
Sources of innovation in nursing: implications for care practice and=
the
development of new business models<=
v:rect
id=3D"_x0000_s1026" style=3D'position:absolute;margin-left:0;margin-top:10=
.75pt;
width:496.05pt;height:1.15pt;z-index:251667456;visibility:visible;
mso-wrap-style:square;mso-width-percent:0;mso-height-percent:0;
mso-wrap-distance-left:9pt;mso-wrap-distance-top:0;mso-wrap-distance-right=
:9pt;
mso-wrap-distance-bottom:0;mso-position-horizontal:absolute;
mso-position-horizontal-relative:text;mso-position-vertical:absolute;
mso-position-vertical-relative:text;mso-width-percent:0;mso-height-percent=
:0;
mso-width-relative:page;mso-height-relative:page;v-text-anchor:top' o:gfxd=
ata=3D"UEsDBBQABgAIAAAAIQC2gziS/gAAAOEBAAATAAAAW0NvbnRlbnRfVHlwZXNdLnhtbJSR=
QU7DMBBF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3D=3D
" fillcolor=3D"#46937b" stroked=3D"f"/>
Sttefani Caroline Bordenski; Robson de Faria Silva; Manuela Pozza Ellwanger;
Luciano Bendlin
|
IS=
SN
2237-4558 • Navus • <=
/span>Florianópolis
• SC • <=
/span>v.
16 • p. 01- |
|
|
|
|
|
ISSN 2237-4558
• Navus • &n=
bsp;Florianópolis •
SC • v.9
• n.2 • <=
/span>p.
XX-XX • abr./jun. 2019 |
|