Bringing Knowledge to Action in the Context of a Major Organizational Transition

Richer, Marie‐Claire; Dawes, Martin; Marchionni, Caroline

doi:10.1097/hcm.0b013e31827ed7ab

Cited by 3 publications

(1 citation statement)

References 16 publications

(9 reference statements)

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“…[1,6] Difficulties related to lack of communication, resistance to change and limited resources are reported, [1] as well as challenges in enabling change within a complex organisation, where multiple hierarchies and care cultures coexist. [4] Richer, Dawes, et al [23] report that information needs are great and diversified during this transformation period while Tucker, Hendy, et al [6] highlight the cognitive overload linked with redesigning work practices. Healthcare leaders and teams must surmount these challenges in order to successfully transform their organisation, yet besides the project management office, little is known concerning facilitating factors.…”

Section: Methodsmentioning

confidence: 99%

Major hospital transformations: An integrative review and implications for nursing

Fréchette

Lavoie‐Tremblay²,

Aubry³

et al. 2020

JNEP

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Major hospital transformations, hospital projects that combine construction and quality improvement dimensions, are booming around the globe. These costly endeavours have the potential to revolutionize healthcare, yet no known review explores this phenomenon, undermining accessibility of knowledge for healthcare leaders. In order to provide guidance on healthcare project management and on future research avenues, this article aims to synthesize empirical knowledge concerning major hospital transformations and their implications for nursing. An integrative review of the literature using the systematic approach described by Whittemore and Knafl was selected. As major hospital transformations represent a new area of research, the review includes 13 articles out of 116 retrieved for screening. The search strategy included the following electronic databases: CINAHL, MEDLINE, and Business Source Complete. Three main themes emerged from the data: the challenging context of major hospital transformations, the project management office as a key to successful healthcare change, and the absence of certain stakeholders’ voices. Major hospital transformations are important to study holistically as multi-change initiatives cannot be understood through investigating individual changes alone. Healthcare leaders are called to reflect on their governance structures during organisational transformations, as well as on the inclusion and exclusion of certain stakeholders who are essential to making sustainable change.

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Section: Methodsmentioning

confidence: 99%

Major hospital transformations: An integrative review and implications for nursing

Fréchette

Lavoie‐Tremblay²,

Aubry³

et al. 2020

JNEP

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Evidence use in decision-making on introducing innovations: a systematic scoping review with stakeholder feedback

et al. 2017

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BackgroundA range of evidence informs decision-making on innovation in health care, including formal research findings, local data and professional opinion. However, cultural and organisational factors often prevent the translation of evidence for innovations into practice. In addition to the characteristics of evidence, it is known that processes at the individual level influence its impact on decision-making. Less is known about the ways in which processes at the professional, organisational and local system level shape evidence use and its role in decisions to adopt innovations.MethodsA systematic scoping review was used to review the health literature on innovations within acute and primary care and map processes at the professional, organisational and local system levels which influence how evidence informs decision-making on innovation. Stakeholder feedback on the themes identified was collected via focus groups to test and develop the findings.ResultsFollowing database and manual searches, 31 studies reporting primary qualitative data met the inclusion criteria: 24 were of sufficient methodological quality to be included in the thematic analysis. Evidence use in decision-making on innovation is influenced by multi-level processes (professional, organisational, local system) and interactions across these levels. Preferences for evidence vary by professional group and health service setting. Organisations can shape professional behaviour by requiring particular forms of evidence to inform decision-making. Pan-regional organisations shape innovation decision-making at lower levels. Political processes at all levels shape the selection and use of evidence in decision-making.ConclusionsThe synthesis of results from primary qualitative studies found that evidence use in decision-making on innovation is influenced by processes at multiple levels. Interactions between different levels shape evidence use in decision-making (e.g. professional groups and organisations can use local systems to validate evidence and legitimise innovations, while local systems can tailor or frame evidence to influence activity at lower levels). Organisational leaders need to consider whether the environment in which decisions are made values diverse evidence and stakeholder perspectives. Further qualitative research on decision-making practices that highlights how and why different types of evidence come to count during decisions, and tracks the political aspects of decisions about innovation, is needed.Electronic supplementary materialThe online version of this article (10.1186/s13012-017-0669-6) contains supplementary material, which is available to authorized users.

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Barriers, Facilitators, Process and Sources of Evidence for Evidence- Based Management among Health Care Managers: A Qualitative Systematic Review

Hasanpoor¹,

Hajebrahimi²,

Janati³

et al. 1970

Ethiop J Health Sci

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BACKGROUND: Evidence-based management (EBMgt) improves managerial decisions as a bridge from theory to practice. For reason that it has a critical impact on organization performance. The purpose of this study was to identify factors affecting EBMgtamong managers.METHODS: The following electronic databases were used: PubMed, Web of Science, Cochrane, ProQuest, Embase and Scopus. In addition, we searched Google Scholar, Emerald, Academy of Management (AOM), and the website for the Center nfor Evidence-Based Management (CEBMa) for articles related to EBMgt. We used data sources published up to September 2017, without language restriction. We appraised the methodologicalquality of studies using the checklists of SRQR and MMAT. The synthesis involved interpretative analysis based on the principles of meta-synthesis.RESULTS: Of 26,011 identified studies, 26 met the full inclusion criteria. Of the 26 studies assessed, the frequency of qualitative studies and mixed-methods were 20 and 6, respectively, and the quality of 3 studies was weak. A total of 23 studies from 7 countries were included: Canada (n=8), USA (n=6), Australia (n=4), UK (n=3), Iran (n=1, Brazil (n=1); none were from Africa. Meta-synthesis findings of 23 studies identified four main factors: facilitators (5 main themes), barriers (5 main themes), sources of evidence (4 main themes), and the process of decision making in EBMgt (1 main theme).CONCLUSIONS: EBMgt is crucial to improve the quality of management decisions, and hence, to improve service delivery, effectiveness and efficiency. Furthermore, to increase the benefit and utilization of EBMgt, training organizations and research institutes must more actively involve managers in setting research plans.

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Bringing Knowledge to Action in the Context of a Major Organizational Transition

Cited by 3 publications

References 16 publications

Major hospital transformations: An integrative review and implications for nursing

Major hospital transformations: An integrative review and implications for nursing

Evidence use in decision-making on introducing innovations: a systematic scoping review with stakeholder feedback

Barriers, Facilitators, Process and Sources of Evidence for Evidence- Based Management among Health Care Managers: A Qualitative Systematic Review

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