Journal of Health Organization and Management: Volume 32 Issue 1

Next level of board accountability in health care quality

Peter J. Pronovost, C. Michael Armstrong, Renee Demski, Ronald R. Peterson, Paul B. Rothman

The purpose of this paper is to offer six principles that health system leaders can apply to establish a governance and management system for the quality of care and patient…

Networks as systems: A case study of the World Health Organisation’s Global Health Workforce Alliance

Allan Best, Alex Berland, Trisha Greenhalgh, Ivy L. Bourgeault, Jessie E. Saul, Brittany Barker

The purpose of this paper is to present a case study of the World Health Organization’s Global Healthcare Workforce Alliance (GHWA). Based on a commissioned evaluation of GHWA, it…

Collaboration and patient safety at an emergency department – a qualitative case study

Anna Helene Meldgaard Pedersen, Kurt Rasmussen, Regine Grytnes, Kent Jacob Nielsen

The purpose of this paper is to examine how conflicts about collaboration between staff at different departments arose during the establishment of a new emergency department and…

Physicians’ accounts of frontline tensions when implementing pilot projects to improve primary care

Elizabeth Mansfield, Onil Bhattacharyya, Jennifer Christian, Gary Naglie, Vicky Steriopoulos, Fiona Webster

Canada’s primary care system has been described as “a culture of pilot projects” with little evidence of converting successful initiatives into funded, permanent programs or…

A long-term follow-up of a physician leadership program

Magali Fassiotto, Yvonne Maldonado, Joseph Hopkins

Physician leadership programs serve to develop individual capabilities and to affect organizational outcomes. Evaluations of such programs often focus solely on short-term…

Driving for successful change processes in healthcare by putting staff at the wheel

Gudbjörg Erlingsdottir, Anders Ersson, Jonas Borell, Christofer Rydenfält

The purpose of this paper is to describe five salient factors that emerge in two successful change processes in healthcare. Organizational changes in healthcare are often…

Integrated care: Using “sensemaking” to understand how organisations are working together to transform local health and social care services

Lynsey Warwick-Giles, Kath Checkland

The purpose of this paper is to try and understand how several organisations in one area in England are working together to develop an integrated care programme. Weick’s (1995…

Paired learning – improving collaboration between clinicians and managers

James F.B. Houston, Jessica E. Morgan

Close collaboration between NHS clinicians and managers is essential in providing effective healthcare, but relationships between the two groups are often poor. Paired learning is…

Validation of a management competency assessment tool for health service managers

Peter F. Howard, Zhanming Liang, Sandra Leggat, Leila Karimi

The purpose of this paper is to report on the validation of a management competency assessment tool for health services managers (HSM), which resulted from the development and…

How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”

Kathy Eljiz, David Greenfield, John Molineux, Terry Sloan

Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient…