Managing Improvement in Healthcare

Incorporates interdisciplinary perspectives from the fields of management, medicine, nursing, social science and healthcare Explores an International scope, with contributions covering eight countries Discusses the use of social movement ideas to enroll change agents

Aoife M. McDermott is Reader in Human Resource Management at Cardiff Business School, and coordinator of Cardiff Health Organization and Policy Studies group, UK. Her research considers the people aspects of service delivery and improvement in healthcare. She is currently a trustee of the Society for Studies in Organizing Healthcare (SHOC).   Martin Kitchener is Dean of Cardiff Business School, UK. Alongside his interest in the development of public value governance models in higher education, Martin's research concentrates on issues of organization, performance, and policy in health and social care. Martin is currently a trustee of SHOC.   Mark Exworthy is Professor of Health Policy and Management, at the Health Services Management Centre, University of Birmingham, UK. His research interests relate to professions, decentralization, policy implementation and health policy reform. He is currently the Secretary of SHOC.>

Part I. Quality Improvement: Aims, Approaches and Context.- 1. Evolving Dimensions of Quality Care: Comparing Physician and Managerial Perspectives; Rebecca Amati, Robert H. Brook, Amer A. Kaissi and Annegret F. Hannawa.- 2. Multi-Level Pluralism: A Pragmatic Approach to Choosing Change and Improvement Methods; Liz Wiggins and Brian Marshall.- 3. Amendments to Reporting of QI Interventions: Insights from the Concept of Affordances; Emilie Berard, Jean-Louis Denis, Olivier Saulpic and Philippe Zarlowski.- 4. Emerging Hybridity: A Comparative Analysis of Regulatory Arrangements in the Four Countries of the United Kingdom; Joy Furnival, Ruth Boaden and Kieran Walshe.- 5. Contextual Factors Affecting Implementation of Team-based Primary Care: A Scoping Review; Dori A. Cross.- Part II. Embedding and Spreading Quality.- 7. Unlearning and Patient Safety; John G. Richmond.- 8. Checklist as Hub: How Medical Checklists Connect Professional Routines; Marlot Kuiper.- 9. Sustaining Healthcare Service Improvements without Collective Dialogue and Participation: A Route to Partial Failure?; Anne McBride and Miguel Martinez-Lucio.- 10. Disseminating from the Centre to the Frontline: The Diffusion and Local Ownership of a National Health Policy through the Use of Icons; David Greenfield, Margaret Banks, Anne Hogden, and Jeffrey Braithwaite.- 11. Processes and Responsibilities for Knowledge Transfer and Mobilization in Health Services Organizations in Wales; Emma Barnes, Alison Bullock and Wendy Warren.- 12. Accelerating Research Translation in Healthcare: The Australian Approach; Helen Dickinson and Jean Ledger.- Part III. Agents, Co-Producers and Recipients of Quality Care.- 13. Framing a Movement for Improvement: Hospital Managers' Use of Social Movement Ideas in the Implementation of a Patient Safety Framework; Amanda Crompton and Justin Waring.- 14. Institutional Work and Innovation in the NHS: The Role of Creating and Disrupting; Kath Checkland, Stephen Parkin, Simon Bailey andDamian Hodgson.- 15. Attaining Improvement without Sustaining It? The Evolution of Facilitation in a Healthcare Knowledge Mobilization Initiative; Roman Kislov, John Humphreys and Gill Harvey.- 16. Stakeholders' Involvement and Service Users' Acceptance in the Implementation of a New Practice Guideline; Comfort Adeosun, Lorna McKee and Hilary Homans.- 17. How Does an Accreditation Program in Residential Aged Care Inform the Way Residents Manage their Healthcare and Lifestyle?; Anne Hogden, David Greenfield, Mark Brandon, Deborah Debono, Virginia Mumford, Johanna Westbrook, and Jeffrey Braithwaite.