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Public sector healthcare services are both large users and innovators of health technologies. In the UK's National Health Service (NHS) initiatives have been developed to manage the process of technological innovation more effectively. This has two main aims, to maximize potential commercial returns from innovations developed within the NHS; and to improve levels of patient care through appropriate diffusion of innovations. The initiatives have been devised using approaches and processes already used in other public sector organizations, in particular, universities. Central to the approach taken by many universities is the setting up of a university technology transfer office (UTTO) to provide innovation management services. This paper assesses the extent to which the UTTO-based approach to technology transfer matches the needs of the NHS. Several significant factors are identified that suggest that the two sectors merit different approaches to innovation management. An agenda for further research into health service innovation management processes is suggested that emphasises issues including: the relative roles of formal and informal innovation processes; contingent variables affecting design of innovation processes; limitations of technology-push approaches to managing practice-based innovation; and cultural fit of innovation management models.

Aim: This study aims to explore the influence of innovation hubs (IHs) on innovation-based regional development.

Methodology: This study applied a qualitative approach using a multiple case study method to collect data through 10 semi-structured interviews. A detailed analysis of the data collected was conducted using the content analysis method.

Findings: The study shows that IHs can influence both economic and social development. An IH can attract knowledge and expertise as well as investors to the region through its activities and geographical location. The hubs support start-ups, entrepreneurs and smart specialization at the same time as they also enable sustainable development by creating social value. Regions can exchange resources through cross-collaboration via IHs.

Research Implications: This study has important theoretical managerial and societal implications. It adds comprehensive knowledge to the existing theory on IHs and regional development by highlighting the influence of IHs on regional development. The study shows both economic and social influence in detail and points out a previously undiscussed concept in the context of the correlation between IHs and regional development.