IDEAS home Printed from https://ideas.repec.org/a/cup/jinsec/v14y2018i06p1139-1162_00.html
   My bibliography  Save this article

Shifting institutional roles in biomedical innovation in a learning healthcare system

Author

Listed:
  • EISENBERG, REBECCA S.

Abstract

The use of information technology in healthcare has accelerated progress toward the long-term goal of a learning healthcare system, in which data from prior clinical experience provides an ever-expanding resource to guide continuous improvements in health care. Although still in its early stages, the use of data from clinical experience to supplement data from premarket testing is changing the roles of Food and Drug Administration (FDA) and public and private health insurers in healthcare innovation and technology assessment. It could change who decides what research questions to pursue, whose evidentiary standards decide what counts as actionable knowledge, and who pays the costs of research. The shape and direction of resulting changes will depend on which actors and institutions decide to step forward and claim a larger role in healthcare innovation in response to technological and regulatory change.

Suggested Citation

  • Eisenberg, Rebecca S., 2018. "Shifting institutional roles in biomedical innovation in a learning healthcare system," Journal of Institutional Economics, Cambridge University Press, vol. 14(6), pages 1139-1162, December.
  • Handle: RePEc:cup:jinsec:v:14:y:2018:i:06:p:1139-1162_00
    as

    Download full text from publisher

    File URL: https://www.cambridge.org/core/product/identifier/S1744137418000115/type/journal_article
    File Function: link to article abstract page
    Download Restriction: no
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Alev Ozer Torgaloz & Mehmet Fatih Acar & Cemil Kuzey, 2023. "The effects of organizational learning culture and decentralization upon supply chain collaboration: analysis of covid-19 period," Operations Management Research, Springer, vol. 16(1), pages 511-530, March.

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:cup:jinsec:v:14:y:2018:i:06:p:1139-1162_00. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Kirk Stebbing (email available below). General contact details of provider: https://www.cambridge.org/joi .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.