Necessary but Not Sufficient… Comment on “Knowledge Mobilization in Healthcare Organizations: A View From the Resource-Based View of the Firm”

Harvey, Gill; Kitson, Alison

doi:10.15171/ijhpm.2015.159

Cited by 5 publications

(4 citation statements)

References 28 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…72 Likewise, in the Promoting Action on Research Implementation in Health Services (PARiHS) framework, 3 in addition to research, evidence includes 'professional craft knowledge, patient preferences and experiences, and local information'. Harvey and Kitson 83 have recently introduced the i-PARiHS (integrated PARiHS) framework. The 'i' stands for integrated and reflects how 'evidence is incorporated within the broader concept of innovation to reflect the dynamic and iterative way in which knowledge to inform practice is generated and applied'.…”

Section: Knowledge and Evidencementioning

confidence: 99%

Getting the most out of knowledge and innovation transfer agents in health care: a qualitative study

Bullock

Barnes

Morris³

et al. 2016

Health Serv Deliv Res

View full text Add to dashboard Cite

BackgroundKnowledge and innovation transfer (KIT) is recognised internationally as a complex, dynamic process that is difficult to embed in organisations. There is growing use of health service–academic–industry collaborations in the UK, with knowledge brokers linking producers with the users of knowledge and innovation.AimFocusing on KIT ‘agent’ roles within Academic Health Science Networks in England and Partnerships in Wales, we show how individual dispositions, processes and content contribute to desired outcomes.MethodsWe studied the KIT intentions of all Academic Health Science Networks in England, and the South East Wales Academic Health Science Partnership. Using a qualitative case study design, we studied the work of 13 KIT agents purposively sampled from five networks, by collecting data from observation of meetings, documentation, KIT agent audio-diaries, and semistructured interviews with KIT agents, their line managers and those they supported (‘Links’). We also used a consensus method in a meeting of experts (nominal group technique) to discuss the measurement of outcomes of KIT agent activity.FindingsThe case study KIT agents were predominantly from a clinical background with differing levels of experience and expertise, with the shared aim of improving services and patient care. Although outside of recognised career structures, the flexibility afforded to KIT agents to define their role was an enabler of success. Other helpful factors included (1) time and resources to devote to KIT activity; (2) line manager support and a team to assist in the work; and (3) access and the means to use data for improvement projects. The organisational and political context could be challenging. KIT agents not only tackled local barriers such as siloed working, but also navigated shifting regional and national policies. Board-level support for knowledge mobilisation together with a culture of reflection (listening to front-line staff), openness to challenges and receptivity to research all enabled KIT agents to achieve desired outcomes. Nominal group findings underscored the importance of relating measures to specific intended outcomes. However, the case studies highlighted that few measures were employed by KIT agents and their managers. Using social marketing theory helped to show linkages between processes, outcomes and impact, and drew attention to how KIT agents developed insight into their clients’ needs and tailored work accordingly.LimitationsLevel of KIT agent participation varied; line managers and Links were interviewed only once; and outcomes were self-reported.ConclusionsSocial marketing theory provided a framework for analysing KIT agent activity. The preparatory work KIT agents do in listening, understanding local context and building relationships enabled them to develop ‘insight’ and adapt their ‘offer’ to clients to achieve desired outcomes.Future workThe complexity of the role and the environment in which it is played out justifies more research on KIT agents. Suggestions include (1) longitudinal study of career pathways; (2) how roles are negotiated within teams and how competing priorities are managed; (3) how success is measured; (4) the place of improvement methodologies within KIT work; (5) the application of social marketing theory to comparative study of similar roles; and (6) patients as KIT agents.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

show abstract

Section: Knowledge and Evidencementioning

confidence: 99%

Getting the most out of knowledge and innovation transfer agents in health care: a qualitative study

Bullock

Barnes

Morris³

et al. 2016

Health Serv Deliv Res

View full text Add to dashboard Cite

show abstract

“…Authors have argued that it is unlikely and morally wrong to assume that healthcare organizations compete for individual gain (Ferlie et al. , 2016; Harvey and Kitson, 2015). The applicability of the RbV and its derivatives, including IC, to the healthcare sector has therefore been contested (Ferlie et al.…”

Section: Introductionmentioning

confidence: 99%

“…By means of pay-for-performance schemes, quasi-market structures and competition between provider organizations have been introduced to the sector (Ferlie et al. , 2016; Harvey and Kitson, 2015). These developments have been theoretically supported by the value-based healthcare paradigm, which measures healthcare performance in terms of the relation between outcomes and costs for the patient population (Porter, 2010; Raspe, 2018).…”

Section: Introductionmentioning

confidence: 99%

Relational capital in referrer networks of medical specialists in office settings

Pflugfelder

Ng²

2022

JIC

View full text Add to dashboard Cite

PurposeThe purpose of this article is to explore the association of the Relational Capital (RC) embedded in a medical specialist’s social–professional network with the specialist’s economic performance based on social network analysis (SNA).Design/methodology/approachUsing health insurance claims data regarding ∼108,000 physicians treating ∼72,000,000 patients, social–professional networks (patient-sharing-networks (PSNs)) of ∼26,000 medical specialists were simulated. To explore the correlation of the network's characteristics (degree centrality, density, relative betweenness centrality and referrer concentration) with economic performance, ordinary-least-squares (OLS)-regression models were estimated for ten common specialties (gynecology, internal medicine, orthopedics, ophthalmology, otolaryngology, dermatology, urology, neurology, radiology and rehabilitative medicine).FindingsThe study confirms the applicability and strong explanatory power of SNA metrics for RC measurement in ambulatory healthcare. Degree centrality and relative betweenness centrality correlate positively with economic performance, whereas density and referrer concentration exhibit negative coefficients. These results confirm the argument that RC has a strong association with the economic performance of medical specialists.Originality/valueThe study pioneers SNA for RC measurement in healthcare. It is among the first publications on specialists' PSNs. Questions for future research are proposed.

show abstract

“…The contribution of more macro level RBV theory is the second issue raised by Harvey and Kitson. 7 They suggest this focus on the macro or systemic level helpfully complements the usual micro/team-based orientation EBM implementation research. Empirically, however, recent evaluations of the case of the English CLAHRCs suggest that their systemic effects may have so far been weak.…”

mentioning

confidence: 99%

Strategic Management in the Healthcare Sector: The Debate About the Resource-Based View Flourishes in Response to Recent Commentaries

Ferlie¹,

Crilly²,

Jashapara³

et al. 2015

Int J Health Policy Manag

View full text Add to dashboard Cite

Necessary but Not Sufficient… Comment on “Knowledge Mobilization in Healthcare Organizations: A View From the Resource-Based View of the Firm”

Cited by 5 publications

References 28 publications

Getting the most out of knowledge and innovation transfer agents in health care: a qualitative study

Getting the most out of knowledge and innovation transfer agents in health care: a qualitative study

Relational capital in referrer networks of medical specialists in office settings

Strategic Management in the Healthcare Sector: The Debate About the Resource-Based View Flourishes in Response to Recent Commentaries

Contact Info

Product

Resources

About