Mobile health (mHealth) innovations are considered by governments as game changers toward more sustainable health systems. The existing literature focuses on the clinical aspects of mHealth but lacks an integrated framework on its sustainability. The foundational idea for this paper is to include disciplinary complementarities into a multi-dimensional vision to evaluate the non-clinical aspects of mHealth innovations. We performed a targeted literature review to find how the sustainability of mHealth innovations was appraised in each discipline. We found that each discipline considers a different outcome of interest and adopts different time horizons and perspectives for the evaluation. This article reflects on how the sustainability of mHealth innovation can be assessed at both the level of the device itself as well as the level of the health system. We identify some of the challenges ahead of researchers working on mobile health innovations in contributing to shaping a more sustainable health system.

Over the past two decades, organizational sustainability has been studied from several different perspectives, such as marketing, governance, strategy, and human resource management (HRM). However, sustainability framed in HRM has not yet received enough attention in the literature, especially as it concerns the study of different organizational forms. Building on Enhert and Harry’s (2012) sustainable HRM approach, this article studies worker empowerment and how it affects organizational performance in terms of service quality and service innovation. Specifically, it addresses how relational motivations interact with HR-empowering practices (involvement in decisions and task autonomy) as organizational resources in influencing performance, how workload pressure resulting from HR empowerment can improve performance, and the influence of gender on performance, especially with concerns for human capital (tertiary education) and motivations. To this end, a representative sample of workers employed by Italian social enterprises (ES) in the social service sector is used. We propose multilevel SEMs that are based on two sets of equations specifying worker- and organization-level effects on organizational performance. Our main results show that the combination of worker engagement and an appropriate relational context in the organizational environment is most conducive to delivering better and innovative services. In addition, a higher percentage of well-trained and relationally motivated women employees helps achieve this goal.

À propos de Benoît Lévesque Benoît Lévesque est sociologue, spécialisé dans les questions d’économie sociale et d’innovation sociale. Ses recherches portent notamment sur le modèle québécois de développement. Avec Paul R. Bélanger, il a fondé en 1986 le CRISES, centre interdisciplinaire et interuniversitaire pionnier dans la recherche sur les innovations sociales. Depuis 2008, il est professeur émérite de l’Université du Québec de Montréal (UQAM). Récemment, deux Doctorats honoris causa lui o...