[ 7 ] ORGANIZATIONAL CLIMATE FOR INNOVATION IN HEALTHCARE: LEADERSHIP AND TECHNOLOGICAL STRESS PERSPECTIVES

ARTICLE INFO: Date of Submission: Feb 22, 2026, Revised: Mar 05, 2026, Accepted: Mar 05 , 2026, CrossRef D.O.I : https://doi.org/10.56815/ijmrr.v5i3.2026.69-82. HOW TO CITE: Shino Joy (2026). Organizational Climate for Innovation in Healthcare: Leadership and Technological Stress Perspectives, International Journal of Multidisciplinary Research & Reviews 5(3), 69-82.

Abstract

Healthcare organizations are undergoing a rapid digital transformation that is restructuring clinical practices, leadership processes, and organizational dynamics. The implementation of electronic health records (EHRs), telemedicine, artificial intelligence, and integrated information systems has led to operational streamlining, increased service access, and improved operational efficiency and better patient outcomes. Nevertheless, complex job demands created by these technological advances can impact employee well-being, innovative abilities, and the organization as a whole (Vial, 2019; Shanafelt et al., 2016). Technostress, defined as the stress experienced when using information and communication technologies, has become one of the crucial issues concerning the health service (Tarafdar et al., 2007).Technostress is multidimensional; literature has identified technology overload, complexity, uncertainty, and invasion to negatively affect job satisfaction, performance, and psychological wellbeing (Ragu-Nathan et al., 2008). Within the concept of the Job Demands–Resources (JD-R) model, technostress serves as a job demand that drains cognitive and emotional resources, potentially limiting innovative work behaviour (Bakker & Demerouti, 2007). Because innovation depends on creativity, taking initiative, and creating psychological safety, too much technological overload can inhibit the innovation process in healthcare settings. In this article, we investigate the dynamic relations between technostress, digital leadership, and organizational climate for innovation in the health sector. Referring to Organizational Climate Theory (Amabile et al., 1996), it shows how a supportive environment with experimentation, collaboration, and knowledge sharing leads to better innovation outcomes. Digital leadership is significantly important in relieving technostress by linking technological undertakings with objectives of the organization, giving adequate resources and training, and stimulating adaptive cultures (Cortellazzo et al., 2019). According to Social Exchange Theory, leadership support generates reciprocal levels of engagement and commitment (Cropanzano & Mitchell, 2005). Drawing on stress, leadership, and innovation literatures, this study develops a unified framework that explains how digital leadership and innovation climate can both buffer technostress (as seen in the case of healthcare digitization) and foster sustainable innovation during a moment of healthcare digital transformation. The paper contributes theoretically by extending JD-R to the digital healthcare setting and offers concrete implications for leadership development, climate cultivation, and the management of technostress so that resilient innovative health systems may emerge.