Reflecting the challenges and opportunities of achieving improvement in healthcare systems, the contributions of this innovative new text lend depth and nuance to an increasing area of academic debate. Encompassing context, processes and agency, Managing Improvements in Healthcare addresses the task of attaining, embedding and sustaining improvement in the industry. The book begins by offering insight into the different valued aspects of quality, providing specific examples of national and organizational interventions in pursuit of improvement. The second part focuses on strategies for embedding good practice and ensuring the spread of high quality through knowledge mobilization, and the final part draws attention to the different groups of change agents involved in delivering, co-creating and benefitting from quality improvement. This inventive text will be insightful to those researchers interested in healthcare and organization, looking to transform theory into policy and practice.
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Part I Quality Improvement: Aims, Approaches and Context |
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1 Evolving Dimensions of Quality Care: Comparing Physician and Managerial Perspectives |
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3 | (22) |
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2 Multi-level Pluralism: A Pragmatic Approach to Choosing Change and Improvement Methods |
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25 | (18) |
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3 Amendments to Reporting of QI Interventions: Insights from the Concept of Affordances |
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43 | (16) |
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4 Emerging Hybridity: A Comparative Analysis of Regulatory Arrangements in the Four Countries of the UK |
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59 | (18) |
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5 Contextual Factors Affecting the Implementation of Team-Based Primary Care: A Scoping Review |
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77 | (22) |
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6 Doing More with Less: Lean Healthcare Implementation in Irish Hospitals |
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99 | (18) |
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Part II Embedding and Spreading Quality |
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7 Unlearning and Patient Safety |
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117 | (18) |
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8 Checklist as Hub: How Medical Checklists Connect Professional Routines |
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135 | (20) |
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9 Sustaining Healthcare Service Improvements Without Collective Dialogue and Participation: A Route to Partial Failure? |
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155 | (14) |
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10 Disseminating from the Centre to the Frontline: The Diffusion and Local Ownership of a National Health Policy Through the Use of Icons |
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169 | (14) |
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11 Processes and Responsibilities for Knowledge Transfer and Mobilisation in Health Services Organisations in Wales |
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183 | (18) |
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12 Accelerating Research Translation in Healthcare: The Australian Approach |
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201 | (18) |
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Part III Agents, Co-producers and Recipients of Quality Care |
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13 Framing a Movement for Improvement: Hospital Managers' Use of Social Movement Ideas in the Implementation of a Patient Safety Framework |
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219 | (18) |
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14 Institutional Work and Innovation in the NHS: The Role of Creating and Disrupting |
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237 | (18) |
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15 Attaining Improvement Without Sustaining It? The Evolution of Facilitation in a Healthcare Knowledge Mobilisation Initiative |
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255 | (20) |
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16 Stakeholders' Involvement and Service Users' Acceptance in the Implementation of a New Practice Guideline |
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275 | (20) |
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17 How Does an Accreditation Programme in Residential Aged Care Inform the Way Residents Manage Their Healthcare and Lifestyle? |
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295 | (16) |
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| Index |
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311 | |
Aoife M. McDermott is Reader in Human Resource Management at Cardiff Business School, and coordinator of Cardiff Health Organization and Policy Studies group, UK. Her research considers the people aspects of service delivery and improvement in healthcare. She is currently a trustee of the Society for Studies in Organizing Healthcare (SHOC).
Martin Kitchener is Dean of Cardiff Business School, UK. Alongside his interest in the development of public value governance models in higher education, Martins research concentrates on issues of organization, performance, and policy in health and social care. Martin is currently a trustee of SHOC.
Mark Exworthy is Professor of Health Policy and Management, at the Health Services Management Centre, University of Birmingham, UK. His research interests relate to professions, decentralization, policy implementation and health policy reform. He is currently the Secretary of SHOC.>
