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Where the rubber meets the road: A m...

Birken, Sarah A.

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Where the rubber meets the road: A mixed-method study of middle managers' role in innovation implementation in health care organizations.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Where the rubber meets the road: A mixed-method study of middle managers' role in innovation implementation in health care organizations./
Author:	Birken, Sarah A.
Description:	239 p.
Notes:	Source: Dissertation Abstracts International, Volume: 72-08, Section: B, page: .
Contained By:	Dissertation Abstracts International72-08B.
Subject:	Sociology, Organizational. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3456253
ISBN:	9781124655963

Where the rubber meets the road: A mixed-method study of middle managers' role in innovation implementation in health care organizations.
Birken, Sarah A.

Where the rubber meets the road: A mixed-method study of middle managers' role in innovation implementation in health care organizations. - 239 p.

Source: Dissertation Abstracts International, Volume: 72-08, Section: B, page: .

Thesis (Ph.D.)--The University of North Carolina at Chapel Hill, 2011.

A large gap exists between evidence and practice in health care organizations. Researchers in other industries regard middle managers as key players in innovation implementation, but middle managers in health care have a poorly understood role. This study used self-administered survey data and data from semi-structured interviews with sixteen of the middle managers who completed the survey to assess middle managers' role in innovation implementation in health care organizations. Results indicate that commitment to innovation implementation among middle managers has the potential to improve implementation effectiveness in health care organizations. Middle managers' commitment cannot be taken for granted, however; it must be fostered. In particular, middle managers' commitment can be fostered with an infrastructure that supports innovation implementation. Top managers are in a key position to promote such an infrastructure: They can (1) make it known that innovation implementation is a priority in the organization; (2) openly, regularly, and informally communicate with middle managers in specific terms about their implementation-related performance; and (3) ensure that implementation policies and practices have their intended effect (e.g., access to human resources alleviates strains among middle managers) and that no barriers exist that may limit the positive influence of implementation policies and practices on middle managers' commitment (e.g., resistance to innovation implementation among providers does not increase strains among middle managers).

ISBN: 9781124655963Subjects--Topical Terms:

1018023
Sociology, Organizational.

Where the rubber meets the road: A mixed-method study of middle managers' role in innovation implementation in health care organizations.
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100 1 $a Birken, Sarah A. $3 1682323
245 1 0 $a Where the rubber meets the road: A mixed-method study of middle managers' role in innovation implementation in health care organizations.
300 $a 239 p.
500 $a Source: Dissertation Abstracts International, Volume: 72-08, Section: B, page: .
500 $a Adviser: Shoou-Yih D. Lee.
502 $a Thesis (Ph.D.)--The University of North Carolina at Chapel Hill, 2011.
520 $a A large gap exists between evidence and practice in health care organizations. Researchers in other industries regard middle managers as key players in innovation implementation, but middle managers in health care have a poorly understood role. This study used self-administered survey data and data from semi-structured interviews with sixteen of the middle managers who completed the survey to assess middle managers' role in innovation implementation in health care organizations. Results indicate that commitment to innovation implementation among middle managers has the potential to improve implementation effectiveness in health care organizations. Middle managers' commitment cannot be taken for granted, however; it must be fostered. In particular, middle managers' commitment can be fostered with an infrastructure that supports innovation implementation. Top managers are in a key position to promote such an infrastructure: They can (1) make it known that innovation implementation is a priority in the organization; (2) openly, regularly, and informally communicate with middle managers in specific terms about their implementation-related performance; and (3) ensure that implementation policies and practices have their intended effect (e.g., access to human resources alleviates strains among middle managers) and that no barriers exist that may limit the positive influence of implementation policies and practices on middle managers' commitment (e.g., resistance to innovation implementation among providers does not increase strains among middle managers).
590 $a School code: 0153.
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Health Sciences, Health Care Management. $3 1017922
690 $a 0703
690 $a 0769
710 2 $a The University of North Carolina at Chapel Hill. $b Health Policy & Administration: Doctoral (residential). $3 1027845
773 0 $t Dissertation Abstracts International $g 72-08B.
790 1 0 $a Lee, Shoou-Yih D., $e advisor
790 1 0 $a Grant, Adam M. $e committee member
790 1 0 $a Chin, Marshall H. $e committee member
790 1 0 $a Weiner, Bryan J. $e committee member
790 1 0 $a Paul, John E. $e committee member
790 $a 0153
791 $a Ph.D.
792 $a 2011
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3456253