Patrik Hidefjäll

Patrik Hidefjäll

Affiliated to Research
Visiting address: Widerströmska huset, Tomtebodavägen 18A, 17165 Solna
Postal address: C7 Lärande, Informatik, Management och Etik, C7 MMC Jansson, 171 77 Stockholm

About me

  • Following my PhD in innovation management in the cardiac pacemaker
    industry I have been working in the medical device industry at various
    management positions in sales, marketing, product management, corporate
    development, business planning and as a market access consultant. Now working
    as a senior researcher, lecturer and consultant in the field of medical
    device innovation with special interest in how innovation is adopted by
    healthcare. Research questions of interest are: how to define and communicate
    value of innovation as required in value-based pricing and commercialization
    of innovation. Experience from market access consulting, market research and
    forecasting, value-dossier development and involvement in health-economic
    modelling has given insights on how health economic evidence in driving
    Aug 1991- June 1997 PhD-Student, Department of Technology and Social
    Change, Linköping University, public presentation and dissertation, June
    Sept - Dec 1989 Studies in Business Administration, International
    Marketing, Exportakademie Baden-Württemberg, Reutlingen, Germany
    Sept 1988 - Aug 1989 Studies in Economics and Business Administration,
    Marburg University, Germany
    Aug 1986- May 1990 Bachelor of Science, Business Administration and
    Economics - International Business Programme, Linköping University
    Jan-June 1986 Studies in German Language, University of Uppsala
    Aug 1980- June 1983 Swedish Gymnasium, Natural Science
    (Naturvetenskapligt program), Rudbeckianska skolan, Västerås


  • The Impact of the Healthcare Innovation System on the Development and
    Diffusion of Innovations
    Successful commercialization of innovations requires a close interactive
    learning process between users and producers. If customer needs are lost or a
    lack of capital or of expertise occur the innovation processes stop. A
    critical phase is the creation of a market for the innovation in
    collaboration with the healthcare system. This is often hampered by the
    considerable uncertainty about a new product’s clinical effects and cost
    effectiveness. It is therefore of interest to ask how well the healthcare
    system’s related innovation system works? Does it support potentially
    valuable innovations to diffuse into clinical practice and does it prevent
    the use of expensive and ineffective methods of care? Do cost effective
    innovations have a higher success rate within healthcare?


All other publications

News from KI

Events from KI