Abstract:Translation theory has proved to be a versatile analytical lens used by scholars working from different traditions. On the basis of a systematic literature review, this study adds to understanding of the 'translations' of translation theory by identifying the distinguishing features of the most common theoretical approaches to translation within the organization and management discipline: actor-network theory, knowledge-based theory and Scandinavian institutionalism. Although each of these approaches already h… Show more
“…The main reasons why much of the identified resistance in this project seemed to turn productive were probably 1) the use of an orchestrator, external to both of the participating ‘camps’, and 2) a workshop design, functioning as a learning network where all parties could meet regularly, share experiences and reflect openly together [53, 54]. Orchestrating the workshops as processes of ‘translation’ between the different professional cultures [55] was key to developing trust, enhancing knowledge of each other’s perspectives and making resistance turn productive.…”
Section: Discussionmentioning
confidence: 99%
“…These cultural tensions as well as a mutual foreignness to co-creation [20], evoked resistance to the role of co-creator in both ‘camps’. Cultural differences and lack of redundant knowledge are challenging barriers to overcome in the implementation of technology [56], and the orchestrator who designed a translation process in both directions proved to be justified [42, 55]. …”
BackgroundIndustrialized and welfare societies are faced with vast challenges in the field of healthcare in the years to come. New technological opportunities and implementation of welfare technology through co-creation are considered part of the solution to this challenge. Resistance to new technology and resistance to change is, however, assumed to rise from employees, care receivers and next of kin. The purpose of this article is to identify and describe forms of resistance that emerged in five municipalities during a technology implementation project as part of the care for older people.MethodsThis is a longitudinal, single-embedded case study with elements of action research, following an implementation of welfare technology in the municipal healthcare services. Participants included staff from the municipalities, a network of technology developers and a group of researchers. Data from interviews, focus groups and participatory observation were analysed.ResultsResistance to co-creation and implementation was found in all groups of stakeholders, mirroring the complexity of the municipal context. Four main forms of resistance were identified: 1) organizational resistance, 2) cultural resistance, 3) technological resistance and 4) ethical resistance, each including several subforms. The resistance emerges from a variety of perceived threats, partly parallel to, partly across the four main forms of resistance, such as a) threats to stability and predictability (fear of change), b) threats to role and group identity (fear of losing power or control) and c) threats to basic healthcare values (fear of losing moral or professional integrity).ConclusionThe study refines the categorization of resistance to the implementation of welfare technology in healthcare settings. It identifies resistance categories, how resistance changes over time and suggests that resistance may play a productive role when the implementation is organized as a co-creation process. This indicates that the importance of organizational translation between professional cultures should not be underestimated, and supports research indicating that focus on co-initiation in the initial phase of implementation projects may help prevent different forms of resistance in complex co-creation processes.Electronic supplementary materialThe online version of this article (doi:10.1186/s12913-016-1913-5) contains supplementary material, which is available to authorized users.
“…The main reasons why much of the identified resistance in this project seemed to turn productive were probably 1) the use of an orchestrator, external to both of the participating ‘camps’, and 2) a workshop design, functioning as a learning network where all parties could meet regularly, share experiences and reflect openly together [53, 54]. Orchestrating the workshops as processes of ‘translation’ between the different professional cultures [55] was key to developing trust, enhancing knowledge of each other’s perspectives and making resistance turn productive.…”
Section: Discussionmentioning
confidence: 99%
“…These cultural tensions as well as a mutual foreignness to co-creation [20], evoked resistance to the role of co-creator in both ‘camps’. Cultural differences and lack of redundant knowledge are challenging barriers to overcome in the implementation of technology [56], and the orchestrator who designed a translation process in both directions proved to be justified [42, 55]. …”
BackgroundIndustrialized and welfare societies are faced with vast challenges in the field of healthcare in the years to come. New technological opportunities and implementation of welfare technology through co-creation are considered part of the solution to this challenge. Resistance to new technology and resistance to change is, however, assumed to rise from employees, care receivers and next of kin. The purpose of this article is to identify and describe forms of resistance that emerged in five municipalities during a technology implementation project as part of the care for older people.MethodsThis is a longitudinal, single-embedded case study with elements of action research, following an implementation of welfare technology in the municipal healthcare services. Participants included staff from the municipalities, a network of technology developers and a group of researchers. Data from interviews, focus groups and participatory observation were analysed.ResultsResistance to co-creation and implementation was found in all groups of stakeholders, mirroring the complexity of the municipal context. Four main forms of resistance were identified: 1) organizational resistance, 2) cultural resistance, 3) technological resistance and 4) ethical resistance, each including several subforms. The resistance emerges from a variety of perceived threats, partly parallel to, partly across the four main forms of resistance, such as a) threats to stability and predictability (fear of change), b) threats to role and group identity (fear of losing power or control) and c) threats to basic healthcare values (fear of losing moral or professional integrity).ConclusionThe study refines the categorization of resistance to the implementation of welfare technology in healthcare settings. It identifies resistance categories, how resistance changes over time and suggests that resistance may play a productive role when the implementation is organized as a co-creation process. This indicates that the importance of organizational translation between professional cultures should not be underestimated, and supports research indicating that focus on co-initiation in the initial phase of implementation projects may help prevent different forms of resistance in complex co-creation processes.Electronic supplementary materialThe online version of this article (doi:10.1186/s12913-016-1913-5) contains supplementary material, which is available to authorized users.
“…Since its origination, the actor‐network theory concept of translation has been adapted and adopted into various areas including project and organisational research as part of elaborate frameworks (e.g. Allen and May , For an overview, see Wæraas and Nielsen ). In this article, we adhere to the origin of the concept in line with the aim of actor‐network theory to travel conceptually light and use theory as a body of sensitising concepts that allow the analysis to be worked out through the generated data.…”
This article analyses an experiment into healthcare governance in Denmark inspired by principles of value-based health care and intended to re-orient the focus of healthcare governance from 'productivity' to 'value for the patient'. The region in charge of the experiment exempted nine hospital departments from activity-based financing and accountability based on diagnosis-related groups, which allegedly incentivised hospitals in 'perverse' and counterproductive ways. Instead, the departments were to develop new indicators from their local practices to support and account for quality and value for the patient. Drawing on the actor-network theory concept of 'translation', this article analyses how the experiment was received and put into practice in the nine departments, and how it established new kinds of accountability relations. We argue that the experiment provides fruitful inspiration for future governance schemes in healthcare to embrace the local complexities of clinical practices. In particular, we argue that the locally developed indicators facilitated what we call 'dialogical accountability', and we discuss whether this represents a feasible way forward for value-based health care.
“…Modsat det instrumentelle perspektiv, antages det her, at årsag-virkningssammenhaengene er uklare. Det skyldes blandt, at aktører udenfor organisationer påvirker organisationen, og det forventes derfor, at implementeringen ikke sker fuldt ud (Bakir & Todorovic, 2010 forhold (Noble, 1999), aktør-netvaerksteori (Latour, 1987(Latour, , 2005Callon, 1986), boundery object teori (Star & Griesemer, 1989;Star, 2010) og sociologiske teorier om oversaettelse (Czarniawska & Sevón, 1996;Frenkel, 2005, Waeraas & Nielsen, 2016Røvik, 2016;Cassel & Lee, 2017). Hver af disse teorier beskaeftiger sig med dele af fortolkning lige fra socialpsykologiske processer henover forandringer til forklaringer på, hvorfor noget har eller får den mening, som det har.…”
ResuméInspireret af Mintzbergs artikel "Five Ps for strategy", søger denne artikel at skabe klarhed om implementeringsbegrebets flertydighed ved at praesenterer fem dimensioner af implementering; det instrumentelle, fortolkende, legitimerende, politiske og oversaettende. De fem dimensioner beskrives og diskuteres i forhold til hinanden og konsekvenserne for praksis. Artiklen kommer dermed med bud på svar på tre spørgsmål: 1. Hvad er implementering? 2. Hvordan foregår implementering 3. Hvornår er noget implementeret?A. Indledning
BaggrundEnhver organisation er enten i gang med at implementere, står foran en implementeringsproces eller spekulerer på, hvorfor implementeringen ikke gik som den skulle. Det kan vaere alt fra en ny proces over en strategi til et nyt IT system. Implementering er et begreb, der både anvendes i teori og i praksis, men betydningen af begrebet er flertydig. Selve grundideen i begrebet er at noget, der udvikles, skal implementeres, men studier viser, at det ofte ikke går som planlagt.
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