Impact of engaging middle management in practice interventions on staff support and learning culture: a quasi-experimental design

Henderson, Amanda; Burmeister, Liz; Schoonbeek, Sue; Ossenberg, Christine; Gneilding, Julieanne

doi:10.1111/jonm.12090

Cited by 17 publications

(16 citation statements)

References 34 publications

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“…Through recognising and appraising the learning of the participants the programme can significantly contribute to staff demonstrating positive clinical leadership (Henderson et al . ).…”

Section: Implications For Nursing Managementmentioning

confidence: 97%

The impact of a leadership development programme on nurses' self-perceived leadership capability

2014

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“…Through recognising and appraising the learning of the participants the programme can significantly contribute to staff demonstrating positive clinical leadership (Henderson et al . ).…”

Section: Implications For Nursing Managementmentioning

confidence: 97%

The impact of a leadership development programme on nurses' self-perceived leadership capability

2014

Self Cite

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“…Personal outcomes include improved job satisfaction (Allameh, Abbasi, & Shokrani, 2010;Seok, Lee, In, Lee, & Kim, 2007) and increased awareness of the reason behind one's actions (Bellman, Bywood, & Dale, 2003). Interpersonal team outcomes include more effective teamwork (Davis, 2011;Henderson, Burmeister, Schoonbeek, Ossenberg, & Gneilding, 2014), decreased nurse turnover rates (Ford & Angermeier, 2008) and better communication (Edmondson, 2003a(Edmondson, , 2003b.…”

Section: Teammentioning

confidence: 99%

Organizational learning in hospitals: A realist review

Lyman

Jacobs

Hammond

et al. 2019

Journal of Advanced Nursing

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Aim To establish a middle‐range theory of organizational learning in hospitals. Design A realist review of the literature, conducted according to established standards for realist and meta‐narrative evidence syntheses. Middle‐range theory development was performed according to Smith and Liehr's recommendations. Data sources Two comprehensive scientific databases and six discipline‐focused databases spanning health care, life sciences, business, sociology, and psychology were searched from inception to 12 May 2016. Review methods Citations meeting the inclusion criteria were appraised using the Mixed Methods Appraisal Tool. Data extraction was guided by a focus on the contextual factors, mechanisms, and outcomes associated with organizational learning. Results The initial search yielded 2,332 citations, 147 of which were ultimately included in the review. The included citations were generally of high quality. Reviewed evidence indicates certain aspects of organizational context can be conducive to mechanisms of organizational learning, leading to a range of positive organizational outcomes. Conclusion This review updates and expands on a previous review of the literature on organizational learning in hospitals, refines the concept of organizational learning in hospitals, and provides a middle‐range theory of organizational learning in hospitals. Impact This updated review provides a strong evidence base for future work on the topic of organizational learning in hospitals. The refined concept of organizational learning makes it possible to develop reliable, valid research instruments that better reflect of the full scope of organizational learning. Finally, the middle‐range theory guides researchers and clinical leaders as they advance the science and practice of organizational learning.

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“…Specifically, organisational learning has been linked to improved (a) clinical outcomes (Collado, 2002;Lees et al, 2016;Rangachari et al, 2014;Richter, McAlearney, & Pennell., 2016), (b) patient experience (Ford & Angermeier, 2008;Gearhart, 2008), (c) team functioning (Babich et al, 2016;Davis, 2011;Ford & Angermeier, 2008;Henderson, Burmeister, Schoonbeek, Ossenberg, & Gneilding, 2013;Sadeghifar et al, 2014;Seok, Lee, In, Lee, & Kim, 2007), (d) financial viability (Collado, 2002;Ding, 2014) and (e) organisational capacity for adopting new practices or technologies (Bondarouk & Sikkel, 2005;Nes & Moen, 2010;Trajkovski, Schmied, Vickers, & Jackson, 2015;Tucker, 2007).…”

Section: Consequencesmentioning

confidence: 99%

Organisational learning in hospitals: A concept analysis

2018

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Aim To provide a clear definition and description of organisational learning in hospitals. Background Organisational learning is a promising strategy nurse managers, and leaders can use to improve organisational performance. A clear definition and description of organisational learning is necessary to advance theory, research and practice in this field. Methods Walker & Avant's method was used to conduct a concept analysis of organisational learning in hospitals. Data sources included 147 empirical studies, 16 review articles, three dictionary entries and three book chapters. Results Organisational learning occurs when experiences are translated into positive changes in the organisation's collective knowledge, cognition and actions. Organisational context plays a key role in the learning process. Other manifestations of the concept are identified. Conclusions This concept analysis provides a clear definition of organisational learning and a description of its defining attributes, antecedents, empirical referents and consequences. Implications for Nursing Management Nurse managers and leaders can improve patient and organisational outcomes by creating an environment conducive to translating experiences into organisational learning. Further research is needed to continue advancing the science of organisational learning in hospitals.

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Impact of engaging middle management in practice interventions on staff support and learning culture: a quasi-experimental design

Abstract: Middle management should work closely with facilitators to assist embedding practice interventions.

Cited by 17 publications

References 34 publications

The impact of a leadership development programme on nurses' self-perceived leadership capability

The impact of a leadership development programme on nurses' self-perceived leadership capability

Organizational learning in hospitals: A realist review

Organisational learning in hospitals: A concept analysis

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