JMIR Publications

ABSTRACT

Background:

Assistive technology is increasingly recognized for its potential to support older adults amid increasing pressure on the care workforce, yet successful implementation in practice remains difficult. Care organizations play an important role in the selection, implementation and overall coordination surrounding the use of assistive technology in care settings, and technology suppliers can support them through the development of fitting technology and during implementation. Collaboration between them may facilitate uptake, but existing research provides only a fragmented understanding of how care organizations collaborate with suppliers.

Objective:

This study aimed to explore how innovation and care managers perceive and evaluate assistive technology suppliers, how these perceptions are formed, and how suppliers and care organizations collaborate in the development and implementation of assistive technology.

Methods:

The study employed a qualitative design using semi‑structured individual interviews with managers from organizations providing care for older adults, working in the same geographic region in the Netherlands. A semi-structured interview guide was used to guide the interviews. Interviews were audio-recorded, transcribed and analyzed using reflexive thematic analysis.

Results:

A total of 14 participants across 11 care organizations participated in the study. Five interconnected themes were derived pertaining to the collaboration between care organizations and assistive technology suppliers, including (1) collaboration with suppliers is shaped by individuals, (2) articulating product-related criteria for supplier evaluation, (3) seeking supplier dependability before and beyond collaboration, (4) balancing organizational oversight, autonomy, and supplier responsivity, and (5) technology development through ongoing supplier-care organization interaction.

Conclusions:

Findings show that care and innovation managers evaluate assistive technology suppliers not only through explicit product- and supplier-related criteria, but also through more implicit cues derived from interpersonal interactions and supplier reputation within the sector. Together, these considerations contribute to a broader assessment of suppliers as trustworthy and legitimate collaboration partners. Care organizations must navigate trade-offs within these collaborations, which may benefit from explicit consideration. More structured approaches may also help, albeit proportionate to the technology and organizational context. Sustainable supplier relationships may likewise require realistic commitments and concessions from both parties. Finally, existing supplier relationships can provide a foundation for ongoing technology development. Future research could explore forms of co-design that enable both care organizations and suppliers to contribute in ways that are feasible, meaningful, and mutually beneficial.