Avondale Research
A greater vision of world needs since 1897.
Recent Submissions
Governments have increasingly tasked the not-for-profit sector with supporting the provision of public goods and services. Alongside this role, not-for-profits have faced increasingly challenging external contexts, including heightened competition and tighter funding regimes. This makes effective innovation critical for the successful delivery of social goods within this setting particularly, and in other public service-oriented organisations more broadly. However, we know little about how innovation occurs in such contexts and even less about the motivations of those who choose to expend the effort to drive innovation there. This study examines the motivations of a key innovation agent, the innovation champion, in the challenging and dynamic not-for-profit context. Via a multi-case study, qualitative approach with 46 interviews, we utilise self-determination theory to surface what motivates innovation champions to develop and drive new idea generation and implementation. The motivations for championing innovations in not-for-profits are varied, spanning intrinsic, prosocial, and other extrinsic drivers. With wider implications for public service-oriented organisations, our work also suggests that champions in such contexts are variably motivated throughout an innovation project and appear to be simultaneously intrinsically and prosocially motivated. We also find that boredom, or its avoidance, can motivate champions toward innovative activities.
The practice of lifestyle medicine and its emphasis on behavioral change continues to grow around the world. Yet much of the burden of disease weighing on healthcare systems from chronic, modifiable conditions remains stubbornly present. From a behavior change perspective, efforts to date have primarily focused on public health messaging and public health campaigns (global approaches) to interventions such as health coaching (individual approaches). There exists an opportunity to consider contextual elements which support behavioral change. The practice of “nudging” behavior in primary care and allied health settings is proposed as a means of responding to these contextual opportunities. Nudging does not assure change; however, it can invite curiosity about change and small behavioral efforts in the direction of a desired change. Furthermore, its nature conserves autonomy and patient choice while inviting a health-creating behavior. As such, when considered and applied in the context of public health and individual treatment options, it creates a consistent milieu in which behavior change is facilitated.