TY - JOUR
T1 - Centralized decentralization, or distributed leadership as paradox
T2 - The case of the patient innovation’s COVID-19 Portal
AU - Oliveira, Pedro
AU - Cunha, Miguel Pina e
N1 - This work was funded by the Calouste Gulbenkian Foundation/NovaSBE Chair for the Impact Economy, the Funda??o Am?lia de Melo Leadership Chair at NovaSBE and by Funda??o para a Ci?ncia e a Tecnologia (UID/ECO/00124/2019, UIDB/00124/2020 and Social Sciences DataLab, PINFRA/22209/2016, PTDC/EGE-OGE/7995/2020), POR Lisboa, POR Norte (Social Sciences DataLab, PINFRA/22209/2016).
PY - 2021/5/9
Y1 - 2021/5/9
N2 - Patients with rare diseases, as well as their caregivers, sometimes develop new solutions to deal with their health conditions but only a small fraction share the solution with their doctor or other health professionals. When the value of patient-developed solutions is considered, the evidence is that these solutions consistently help improve the overall quality of life. Patient-developed innovations are very heterogeneous in nature, level of quality, sophistication, and cost; nonetheless, the majority are frugal in cost and design. In this paper, we explore the organizational lessons of the patient innovation platform and community, and its leadership expressions, in the context of the COVID-19 pandemic. Multi-sided online platforms for collecting, curating, and distributing those innovations can help in the fight against the pandemic by centralizing decentralization and we consider this theme in terms of our understanding of when leadership is distributed and when it is not. Distributed leadership can be considered as a paradox, a process in which leadership is retained and dispersed.
AB - Patients with rare diseases, as well as their caregivers, sometimes develop new solutions to deal with their health conditions but only a small fraction share the solution with their doctor or other health professionals. When the value of patient-developed solutions is considered, the evidence is that these solutions consistently help improve the overall quality of life. Patient-developed innovations are very heterogeneous in nature, level of quality, sophistication, and cost; nonetheless, the majority are frugal in cost and design. In this paper, we explore the organizational lessons of the patient innovation platform and community, and its leadership expressions, in the context of the COVID-19 pandemic. Multi-sided online platforms for collecting, curating, and distributing those innovations can help in the fight against the pandemic by centralizing decentralization and we consider this theme in terms of our understanding of when leadership is distributed and when it is not. Distributed leadership can be considered as a paradox, a process in which leadership is retained and dispersed.
KW - COVID-19 innovation
KW - Distributed leadership
KW - distributed leadership as paradox
KW - user innovation
UR - https://doi.org/10.1080/14697017.2021.1917493
UR - https://www.scopus.com/record/display.uri?eid=2-s2.0-85105191481&origin=resultslist&sort
U2 - 10.1080/14697017.2021.1917493
DO - 10.1080/14697017.2021.1917493
M3 - Article
SN - 1469-7017
VL - 21
SP - 203
EP - 221
JO - Journal of Change Management
JF - Journal of Change Management
IS - 2
ER -