Search results

The purpose of this paper is to report on an interprofessional (IPE) student training scheme recently conducted in three care homes across the Northwest of England. The intervention was designed as a feasibility study to explore the impacts such schemes have on residents, students and care home staff. Additional lessons emerged that contribute to the design and direction of future IPE initiatives in other care homes and care settings.

This case study outlines how the intervention was designed and implemented and the findings from its evaluation. This paper uses Biggs’ (1993) presage–process–product framework to evaluate the process of setting up care homes as a site of collaborative learning.

Collaborative working between stakeholders is necessary for the successful implementation of IPE in care home settings. The process is complex and requires communication and commitment across all levels of engagement. For this model to grow and have a beneficial impact on older people’s lives, there are layered factors to consider, such as the socio-political context, the characteristics of the individuals who participate and diverse approaches to learning.

This case study reports the subjective views of the research collaborators. While this raises the potential for bias, it presents an “insider” perspective of the research process and offers learning that might be beneficial in efforts to run future IPE training schemes.

To the best of the authors’ knowledge, no other research studies or published interventions have been identified that explicitly address the experiences of implementing an IPE training scheme in UK care home settings. This paper will therefore be useful to academic researchers, individuals managing student placements and to health and social care staff who wish to learn about of the value of IPE learning schemes.

This paper aims to advocate for a paradigm shift that prioritizes a human-centered approach in the pursuit of innovation during crises, urging a departure from the prevailing dominance of the technology-centric approach. The incorporation of emotional capabilities as a dynamic capability is posited as a pivotal contribution, in harmony with the tenets of Society 5.0 and imperative for establishing a robust knowledge management foundation. This research underscores the significance of the human-centered approach, portraying women as exemplars in a novel paradigm of innovation development amid crises.

This research uses the framework of knowledge management for innovation to focus on the challenges presented by complex crises, now considered the new normal. The study employs a distinct, human centric approach to explore the nexus of gender, opportunities and innovation, during crises, with an emphasis on the founders’ emotional capabilities and resources as catalysts for innovation development.

This research utilizes mixed methods; qualitative findings driven from AI analyses reveal women’s positive approach toward innovation development in adversity, showcasing the influence of their emotional resources in their innovation pursuits. The subsequent quantitative findings, derived from a sample of 464 tech-founders navigating complex crises, emphasize the role of emotional capabilities as activators of opportunity exploitation for enhancing innovation development during crises, particularly among female founders.

The potential for future research lies in exploring diverse emotional dimensions, employing various measures and methodologies. Envisioning upcoming studies that extend our findings across institutional, national and crisis contexts, emotional capabilities and skills may emerge as critical assets relevant to all entrepreneurs, transcending gender boundaries. This paper’s framework sets the stage for promising avenues at the nexus of gender and emotional capabilities in the innovation pursuits, shaping entrepreneurial performance in both challenging and stable conditions.

This research contributes significantly in several key areas. Firstly, it explores innovation development and knowledge management within Society 5.0 during a polycrisis, emphasizing the crucial role of emotional capabilities in activating opportunity exploitation. Secondly, it champions a human-centric premise in innovation, highlighting women as role models for innovation during crises and introducing pathways to tap into external resources, ultimately enriching knowledge management. Thirdly, the innovative methodological approach using Artificial Intelligence (AI) and Natural Language Processing (NLP) to construct synthetic personas is groundbreaking. Finally, it advances effectuation, bricolage and dynamic capabilities frameworks, enriching their theoretical foundations and affirming their relevance for innovation development amid instability.