Healthcare Transformation Through Change Management Process for Innovation

Kazmi, Syeda Asiya Zenab; Naaranoja, Marja

doi:10.1007/978-3-319-94709-9_36

Cited by 6 publications

(5 citation statements)

References 13 publications

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“…These are viewed as essential to the entire management process as well. Building productive teams requires encouraging innovation at work (Kazmi, A., Naaranoja, 2013). It involves promoting unconventional thought.…”

Section: Discussionmentioning

confidence: 99%

Application of PDCA as A Tool for Improving Managerial Performance

2022

JALHE

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This study aims to demonstrate how PDCA may be utilized to improve managerial performance. A management system is defined as a strategic organizational process that is based on a comprehensive set of guidelines and well formulated guiding principles for carrying out organizational activities in order to accomplish organizational goals. The guidelines in this article focus on the key components of properly carrying out organizational operational responsibilities. The PDCA's essential elements are emphasized in the study's conclusion. This paper examines numerous academic sources and using a desk-based research technique with secondary data analysis to show how the use of PDCA as a tool for enhancing managerial performance may be demonstrated. The result has broad ramifications for academia. Global firms may need to take three crucial steps in order to implement PDCA as a technique for enhancing management performance. By demonstrating how to use PDCA as a tool, the findings can assist both academics and practitioners in improving managerial performance. In contrast to other studies on the subject, this one show how to use the PDCA method to increase managerial effectiveness. It explains how to improve managerial performance using the PDCA method.

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Section: Discussionmentioning

confidence: 99%

Application of PDCA as A Tool for Improving Managerial Performance

2022

JALHE

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“…The need of specific change's models for healthcare organizations [78,88,93,95,100,105] https://doi.org/10.2147/CEOR.S301169…”

Section: Discussionmentioning

confidence: 99%

“…A second related subject focuses on the managerial approach to change, revealing that, on one hand, unclear supporting methods by seniors managers may weak middle managers' change activities, 88 on the other hand, for hospital managers, fully physicians' involvement in technology-driven changes should impact positively on physicians' attitude. 93 The relationship between innovation and change in the healthcare context should be explored.…”

Section: Clusters From Abstract Analysismentioning

confidence: 99%

Change and Innovation in Healthcare: Findings from Literature

Milella

Minelli

Strozzi

et al. 2021

CEOR

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Background:Change is an ongoing process in any organizations. Over years, healthcare organizations have been exposed to multiple external stimuli to change (eg, ageing population, increasing incidence of chronic diseases, ongoing Sars-Cov-2 pandemic) that pointed out the need to convert the current healthcare organizational model. Nowadays, the topic is extremely relevant, rendering organizational change an urgency. The work is structured on a double level of analysis. In the beginning, the paper collects the overall literature on the topic of organisational change in order to identify, on the basis of the citation network, the main existing theoretical approaches. Secondly, the analysis attempts to isolate the scientific production related to the healthcare context, by analysing the body of literature outside the identified citation network, divided by clusters of related studies. Methodology: This review adopted a quantitative-based method that employs jointly systematic literature review and bibliographic network analysis. Specifically, the study applied a citation network analysis (CNA) and a co-occurrence keywords analysis. The CNA allowed detecting the most relevant papers published over time, identifying the research streams in literature. Results: The study showed four main findings. Firstly, consistent with past studies, works reviewed pointed out a convergence on the micro-level perspective for change's analysis. Secondly, an organic viewpoint whereby individual, organization and change's outcome contribute to any organizational change's action has been found in its early stage. Thirdly, works reported change combined with innovation's concept, although the structure of the relationship has not been outlined. Fourth, interestingly, contributions have been limited within the healthcare context. Conclusion: Human dimension is the primary criticality to be managed to impede failure of the re-organizational path. Individuals are not passive recipients of change: individual change acceptance has been found a key input. Few papers discussed healthcare professionals' behaviour, and those available focused on technology-led changes perspective. In this view, individual acceptance of change within the healthcare context resulted being undeveloped and offers rooms for further analyses.

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“…Ao discutir a colaboração no contexto da inovação pública, Wegrich (2019) define a inovação colaborativa como um arranjo de governança em que uma ou mais organizações públicas engajam outras partes interessadas, estatais e não estatais, num processo coletivo de tomada de decisão orientado e deliberado, com o objetivo de projetar e implementar soluções novas e criativas para responder aos desafios de governança. A capacidade colaborativa dos órgãos que compõem o setor público, ou seja, o conjunto de atributos que os atores empregam para colaborar, ditará o sucesso da inovação colaborativa (Kazmi & Naaranoja, 2019).…”

Section: Inovação Colaborativa E Liderança No Setor Públicounclassified

Liderança no processo de inovação colaborativa no setor público: uma revisão integrativa

Paschoiotto,

Cunha,

Silva

2024

Rev. Adm. Pública

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Resumo As sociedades contemporâneas, cada vez mais interconectadas, enfrentam problemas complexos que impactam a vida das pessoas e demandam soluções inovadoras, construídas de forma colaborativa. No setor público, os gestores têm demonstrado crescente interesse na colaboração para estimular o desenvolvimento e a implementação de soluções inovadoras. Apesar disso, o campo de pesquisas sobre o papel da liderança nesse processo ainda é incipiente. O objetivo deste trabalho é construir uma síntese da literatura sobre o papel dos líderes em processos de inovações colaborativas no setor público. Por meio da metodologia de revisão integrativa e análise temática, o objetivo foi identificar as lacunas e as possíveis conexões que venham a direcionar futuras pesquisas no campo. A geração de um mapa temático revela dois macrotemas - papéis e ações dos líderes - associados a seis temas: metagovernança, atuação tridimensional, observação dos requisitos básicos, reestruturação da organização, superação de obstáculos e exploração dos impulsionadores. Essa estrutura prescreve como os líderes públicos podem atuar ao se engajar no desenvolvimento de inovações colaborativas mais efetivas para a sociedade. A revisão evidencia ainda que é recomendável que o perfil dos líderes públicos indicado para estimular processos de inovações colaborativas seja proativo e menos apegado a formalismos, devendo observar uma atuação como metagovernante para convocar, orquestrar, facilitar, regular, mediar e catalisar os processos de inovação.

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Healthcare Transformation Through Change Management Process for Innovation

Cited by 6 publications

References 13 publications

Application of PDCA as A Tool for Improving Managerial Performance

Application of PDCA as A Tool for Improving Managerial Performance

Change and Innovation in Healthcare: Findings from Literature

Liderança no processo de inovação colaborativa no setor público: uma revisão integrativa

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