Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks

Addicott, Rachael; McGivern, Gerry; Ferlie, Ewan

doi:10.1111/j.1467-9302.2006.00506.x

Cited by 133 publications

(112 citation statements)

References 13 publications

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“…122 Similarly, power hierarchies and cultural difference between actors can have an impact on knowledge sharing, especially where powerful actors assume control of knowledge to advance their own interests. 12,123 For professional work, these issues are exacerbated where expert knowledge is closely linked to sociolegal jurisdiction within the division of labour. 124 In this context, knowledge sharing can threaten professional boundaries and identities.…”

Section: Integration and Safety Through Knowledge Sharingmentioning

confidence: 99%

An ethnographic study of knowledge sharing across the boundaries between care processes, services and organisations: the contributions to ‘safe’ hospital discharge

Waring

Marshall

Bishop

et al. 2014

Health Services and Delivery Research

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BackgroundHospital discharge is a vulnerable stage in the patient pathway. Research highlights communication failures and the problems of co-ordination as resulting in delayed, poorly timed and unsafe discharges. The complexity of hospital discharge exemplifies the threats to patient safety found ‘between’ care processes and organisations. In developing this perspective, safe discharge is seen as relying upon enhanced knowledge sharing and collaboration between stakeholders, which can mitigate system complexity and promote safety.AimTo identify interventions and practices that support knowledge sharing and collaboration in the processes of discharge planning and care transition.SettingThe study was undertaken between 2011 and 2013 in two English health-care systems, each comprising an acute health-care provider, community and primary care providers, local authority social services and social care agencies. The study sites were selected to reflect known variations in local population demographics as well as in the size and composition of the care systems. The study compared the experiences of stroke and hip fracture patients as exemplars of acute care with complex discharge pathways.DesignThe study involved in-depth ethnographic research in the two sites. This combined (a) over 180 hours of observations of discharge processes and knowledge-sharing activities in various care settings; (b) focused ‘patient tracking’ to trace and understand discharge activities across the entire patient journey; and (c) qualitative interviews with 169 individuals working in health, social and voluntary care sectors.FindingsThe study reinforces the view of hospital discharge as a complex system involving dynamic and multidirectional patterns of knowledge sharing between multiple groups. The study shows that discharge planning and care transitions develop through a series of linked ‘situations’ or opportunities for knowledge sharing. It also shows variations in these situations, in terms of the range of actors, forms of knowledge shared, and media and resources used, and the wider culture and organisation of discharge. The study also describes the threats to patient safety associated with hospital discharge, as perceived by participants and stakeholders. These related to falls, medicines, infection, clinical procedures, equipment, timing and scheduling of discharge, and communication. Each of these identified risks are analysed and explained with reference to the observed patterns of knowledge sharing to elaborate how variations in knowledge sharing can hinder or promote safe discharge.ConclusionsThe study supports the view of hospital discharge as a complex system involving tightly coupled and interdependent patterns of interaction between multiple health and social care agencies. Knowledge sharing can help to mitigate system complexity through supporting collaboration and co-ordination. The study suggests four areas of change that might enhance knowledge sharing, reduce system complexity and promote safety. First, knowledge brokers in the form of discharge co-ordinators can facilitate knowledge sharing and co-ordination; second, colocation and functional proximity of stakeholders can support knowledge sharing and mutual appreciation and alignment of divergent practices; third, local cultures should prioritise and value collaboration; and finally, organisational resources, procedures and leadership should be aligned to fostering knowledge sharing and collaborative working. These learning points provide insight for future interventions to enhance discharge planning and care transition. Future research might consider the implementation of interviews to mediate system complexity through fostering enhanced knowledge sharing across occupational and organisational boundaries. Research might also consider in more detail the underlying complexity of both health and social care systems and how opportunities for knowledge sharing might be engendered to promote patient safety in other areas.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

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Section: Integration and Safety Through Knowledge Sharingmentioning

confidence: 99%

An ethnographic study of knowledge sharing across the boundaries between care processes, services and organisations: the contributions to ‘safe’ hospital discharge

Waring

Marshall

Bishop

et al. 2014

Health Services and Delivery Research

View full text Add to dashboard Cite

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“…And this concept is very close to the Russian mentality and Russian companies. Many young top managers in Russia are very familiar with the idea of talent management, and readily support non-standard, brilliant, talented people, to pull them to the top and capitalize on their abilities (Addicot, McGivern, & Ferlie, 2006).…”

Section: Resultsmentioning

confidence: 99%

Talent Management and Knowledge: Theory, Methodology, Models

Orlova¹,

Afonin²,

Voronin³

2015

RES

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Talent management involves the practice of continuously discovering, developing, using and retaining those people in an organization, which are especially valuable either in terms of having a great potential for the future of the organization, or because they are capable of resolving business and operational issues which are critical for the company. The knowledge management system includes all of the interacting and interdependent elements that pertain to monitoring and controlling knowledge (including processes, databases, supporting software, organizational structures, etc.) and that participate in allowing the company achieve its goals.

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“…While the CHRN has not encountered the types of structural or political barriers to intra-professional learning that other networks report (Addicott, McGivern, & Ferlie, 2006), it did experience some difficulty in supporting professional learning within one pan-Canadian professional network. e CHRN's work with network of youth homelessness organizations across Canada sheds light on the possibilities and challenges of using intra-professional learning networks to promote changes in practice.…”

Section: Network Facilitate Changes In Professional Practicementioning

confidence: 95%

Strategies for Sustaining Complex Partnerships

Nichols

Gaetz

2014

SRC

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This article details the role that networks play in the creation and implementation of a comprehensive knowledge mobilization strategy. Using the activities of the Canadian Homelessness Research Network (CHRN) as a case study, the authors draw on in-depth interviews, participant observation, and document analysis to understand how the interactivity cultivated in a multi-stakeholder partnership can increase the impact of research on policy, practice, public opinion, and, in this case, the lived experiences of people who are homeless. The article details the diverse activities of the CHRN (e.g., its methodologies, processes, and tools), highlighting the tension points, successes, and failures of particular approaches. Findings bring into view a) the CHRN’s role as a central connecting node, linking multiple and diverse individuals, institutions, and other networks; b) relations of reciprocity, which support ongoing interactivity between network members; and c) the changes (e.g., in research use) that network activities have influenced. Data suggest that the use of research evidence to co-produce “useable content” is a key indicator of network productivity.

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Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks

Cited by 133 publications

References 13 publications

An ethnographic study of knowledge sharing across the boundaries between care processes, services and organisations: the contributions to ‘safe’ hospital discharge

An ethnographic study of knowledge sharing across the boundaries between care processes, services and organisations: the contributions to ‘safe’ hospital discharge

Talent Management and Knowledge: Theory, Methodology, Models

Strategies for Sustaining Complex Partnerships

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