Organizational context and the learning and change readiness climate for implementing an evidence-based shared decision-making aid in US rheumatology clinics

Hearld, Larry R.; Hall, Allyson G.; Kelly, Reena Joseph; Karabukayeva, Aizhan; Singh, Jasvinder A

doi:10.1108/jhom-10-2020-0397

Cited by 3 publications

(4 citation statements)

References 51 publications

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“…From the organizational change perspective, it can also be inferred that CL facilitates and unfreezes the fixed mindset and existing beliefs of employees and helps them in moving in the direction of the change while strengthening employees' CE (Hearld et al, 2021).…”

Section: Discussion On Major Findingsmentioning

confidence: 99%

“…Taken together, the finding implies that investing in employees’ CE is critical in implementing successful change while strengthening the mental health of the employees. From the organizational change perspective, it can also be inferred that CL facilitates and unfreezes the fixed mindset and existing beliefs of employees and helps them in moving in the direction of the change while strengthening employees’ CE (Hearld et al , 2021).…”

Section: Discussion On Major Findingsmentioning

confidence: 99%

“…Extant literature suggests that learning organizations encourage positive behaviors and decrease negative behaviors in organizations in either direct or indirect ways (Malik and Garg, 2020). Recent global and Indian literature indicates that CL contributes to employees’ CE (Hearld et al , 2021; Budhiraja, 2021) and adaptive performance (Park and Park, 2019; Pradhan et al , 2017) which are important ingredients of organizational change. Some amount of research has been conducted in the past to assess the impact of learning on the employees’ well-being and their mental health and the results suggest that CL develops psychosocial qualities, including self-esteem and self-efficacy which promote well-being, mental health and the ability to cope effectively with change and adversity (Hammond, 2004).…”

Section: Theoretical Framework and Hypothesis Formulationmentioning

confidence: 99%

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Determinants of positive mental health during organizational change: role of continuous learning, mindfulness and change-efficacy

Budhiraja

Rathi

2022

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Purpose By integrating job demands-resource (JD-R) theory and organizational change approach, the paper investigates determinants of positive mental health (PMH) of employees experiencing unpredictable organizational change (i.e. transition from physical work to remote work and other associated changes during the Covid-19 pandemic). The paper aims to examine the direct and indirect effects of continuous learning (CL) and mindfulness (MF) on PMH of employees via their perceived change-efficacy (CE). Design/methodology/approach Time-lagged primary data were collected from a cohort of information technology employees experiencing organizational change in the past one year. During the first stage, data was collected on variables, including CF, MF and CE, whereas response on PMH of employees was collected after one month. AMOS-24 has been used to assess the measurement model and perform the analysis. Findings At the outset, the study affirms that CL, MF and CE significantly contribute toward PMH of employees. The mediation analysis suggests that CE significantly mediates both relationships (i.e. CL-PMH and MF-PMH). Practical implications First, CL and MF are key to recovering from a crisis and enhancing PMH of employees. Second, employees’ CE is an essential ingredient for organizations to successfully implement organizational changes while amplifying the PMH of employees. Originality/value The study is one of its kind which examines the antecedents of employees’ mental health during organizational change while examining the mediating role of their CE. The findings contribute substantially to the literature of organizational change and JD-R theory by integrating and extending it to organizational change context.

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Section: Discussion On Major Findingsmentioning

confidence: 99%

Section: Discussion On Major Findingsmentioning

confidence: 99%

Section: Theoretical Framework and Hypothesis Formulationmentioning

confidence: 99%

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Determinants of positive mental health during organizational change: role of continuous learning, mindfulness and change-efficacy

Budhiraja

Rathi

2022

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“…Strategic alignment is imperative for multispecialty hospitals to navigate the complexities of modern healthcare effectively (Hearld et al, 2022). The implementation of the balanced scorecard offers a promising avenue for achieving optimal performance by aligning organizational goals and facilitating a holistic approach to healthcare delivery (Singer et al, 2022).…”

Section: Benefits Of Bsc Implementation In Multispecialty Hospitalsmentioning

confidence: 99%

Strategic alignment in multispecialty hospitals: Implementing a balanced scorecard approach for optimal performance

Bahadur,

Kushwaha,

Venkatesan

et al. 2024

The Scientific Temper

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The study investigates the relationship between strategic alignment, balanced scorecard (BSC) implementation, and optimal performance (OP) in multispecialty hospitals. Data from 530 healthcare professionals in Lucknow, Varanasi, Kanpur, and Prayagraj were collected using a cross-sectional design. Descriptive statistics, correlation analysis, and regression analysis were employed for data analysis. The results demonstrate significant positive relationships between strategic alignment, balanced scorecard, and optimal performance. Both strategic alignment and balanced scorecards were identified as significant predictors of optimal performance, indicating that higher scores in these constructs are associated with higher levels of performance. The findings underscore the critical role of strategic alignment and performance measurement frameworks in enhancing organizational performance in healthcare settings. However, the study faces limitations, including reliance on self-reported data and limited generalizability to other healthcare settings and regions. Future research should explore longitudinal or experimental designs and incorporate objective performance measures to enhance the validity and generalizability of the findings. Overall, the study contributes to understanding strategic management practices in healthcare organizations and highlights avenues for further research in this area.

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Association between the number of adopted implementation strategies and contextual determinants: a mixed-methods study

Karabukayeva

Hearld²,

Kelly³

et al. 2022

BMC Health Serv Res

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Background The successful implementation of evidence-based innovations to improve healthcare delivery often requires a well-planned strategy to support their use. With a greater recognition of the importance of an implementation process, researchers have turned their attention to implementation strategies and their customization to target specific organizational barriers and facilitators. Further, there is a paucity of empirical evidence demonstrating the link between implementation determinants and the number of selected implementation strategies. The purpose of this mixed methods analysis is to examine how formatively assessed barriers and facilitators to implementation relate to the number and type of implementation strategies adopted to address context-specific factors. Methods A mixed methods evaluation that included 15 rheumatology clinics throughout the United States that were planning for implementation of an evidence-based shared decision-making aid for patients with lupus. Quantitative data consisted of a count of the number of implementation strategies used by a clinic. Qualitative data collection was guided by the Consolidated Framework for Implementation Research (CFIR) and relied upon semi-structured interviews with 90 clinic members between November 2018 and August 2019. Results Using the CFIR, we found that local clinic factors (Inner Setting Domain) resulted in different perceptions about Planning and Executing the DA (Process Domain); these domains were most likely to distinguish between the number and type of implementation strategies adopted by the clinics. In contrast, Intervention characteristics, Individual Characteristics, and the Outer Setting did not differentiate between the groups with different numbers of implementation strategies. The number and type of chosen strategies were not those associated with the context-specific factors. Conclusions Findings show that, despite recognition of the value of customizing implementation strategies for the contexts in which they are applied, they are too often chosen in a manner that fail to adequately reflect the diverse settings that may present unique factors associated with implementation. Our findings also highlight the importance of the inner context – both in terms of structural characteristics and existing work processes – as a driving factor for why some organizations select different numbers and types of implementation strategies.

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Organizational context and the learning and change readiness climate for implementing an evidence-based shared decision-making aid in US rheumatology clinics

Cited by 3 publications

References 51 publications

Determinants of positive mental health during organizational change: role of continuous learning, mindfulness and change-efficacy

Determinants of positive mental health during organizational change: role of continuous learning, mindfulness and change-efficacy

Strategic alignment in multispecialty hospitals: Implementing a balanced scorecard approach for optimal performance

Association between the number of adopted implementation strategies and contextual determinants: a mixed-methods study

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