2010
DOI: 10.1111/j.1475-6773.2010.01151.x
|View full text |Cite
|
Sign up to set email alerts
|

What Is the Experience of National Quality Campaigns? Views from the Field

Abstract: The impact of national quality campaigns may depend on both campaign design features and on the internal environment of participating hospitals.

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1

Citation Types

0
17
0

Year Published

2010
2010
2015
2015

Publication Types

Select...
9

Relationship

3
6

Authors

Journals

citations
Cited by 18 publications
(17 citation statements)
references
References 21 publications
(22 reference statements)
0
17
0
Order By: Relevance
“…9 Campaigns that use QI methods in conjunction with public activation and alignment of stakeholders over a defined period of time have improved quality and access to health care services in other settings. 24 The 100,000 Lives Campaign in the US, the Safer Healthcare Now Campaign in Canada, and the 1000 Lives Campaigns in Wales all involved a variety of infection prevention and patient safety interventions that are widely credited with saving many lives and reducing morbidity and mortality in hospitalized patients. 25,26 Similar Campaigns have been conducted elsewhere in Europe and Australia.…”
Section: Discussionmentioning
confidence: 99%
“…9 Campaigns that use QI methods in conjunction with public activation and alignment of stakeholders over a defined period of time have improved quality and access to health care services in other settings. 24 The 100,000 Lives Campaign in the US, the Safer Healthcare Now Campaign in Canada, and the 1000 Lives Campaigns in Wales all involved a variety of infection prevention and patient safety interventions that are widely credited with saving many lives and reducing morbidity and mortality in hospitalized patients. 25,26 Similar Campaigns have been conducted elsewhere in Europe and Australia.…”
Section: Discussionmentioning
confidence: 99%
“…Often, the ‘receptors,’ or what organizational theorists call ‘boundary spanners’ [23], had leadership roles in the hospital. Because recommended strategies to reduce door-to-balloon time involved new hospital practices and new roles for emergency department staff, resistance emerged from groups who preferred the status quo [24]. Multiple methods were used to address and overcome resistance (Step 2), including requiring the signature of the hospital chief executive officer on the D2B Alliance enrollment letter, which committed the hospital to meeting the goals of the D2B Alliance.…”
Section: Parallels In Biological and Health Systems: A Case Study In mentioning
confidence: 99%
“…6 We found that what hospitals perceived as important was the credibility and perceived simplicity of the recommendations, alignment with hospitals' strategic goals, practical implementation tools, and breadth of the network of peer hospitals in the D2B Alliance. 7 …”
mentioning
confidence: 99%