How organizations implement new practices in dynamic context: role of deliberate learning and dynamic capabilities development in health care units

2019 ◽  
Vol 23 (6) ◽  
pp. 1176-1195 ◽  
Author(s):  
Shashank Mittal
Keyword(s):  
Health Care ◽  
Organizational Learning ◽  
Process Model ◽  
Dynamic Capabilities ◽  
Implementation Process ◽  
Improvement Program ◽  
Content Type ◽  
Deliberate Learning ◽  
Care Improvement ◽  
Practice Implementation

Purpose Organizations learn semi-automatically through experience or consciously through deliberate learning efforts. As there seems to be a “black-box” in the possible linkages between deliberate learning and new practice implementation, this paper aims to develop and test a process model, linking deliberate learning and new practice implementation through complementary competencies of task and environmental flexibility. Design/methodology/approach As part of a field study, health-care improvement program (to transfer the improvement training program for new practice implementation) of 186 HCUs was used for testing our hypothesis. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses. Findings Findings suggest that deliberate learning is positively and significantly related with new practice implementation, and dynamic capabilities in the form of task and environmental flexibility mediates this relationship. Research limitations/implications The present study makes theoretical and practical contributions by linking literature from new practice, organizational learning and dynamic capabilities; and by delving into the deliberate learning activities undertaken by health-care units. Originality/value Organizational learning in health care has almost become inevitable today due to the ever-changing dynamics of the industry. Barring handful of studies, the current state of literature is almost entirely tilted towards experience-based learning and deliberate learning is not well studied. To address this gap, the study aims to develop and test a process model linking development of dynamic capabilities with deliberate learning and new practice implementation. Further, findings of this study will help organizations and managers to understand and thereby effectively manage new practice implementation process through the use of deliberate activities.

scholarly journals Leadership assumptions on implementation of patient involvement methods

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Kathrine Håland Jeppesen ◽  
Kirsten Frederiksen ◽  
Marianne Johansson Joergensen ◽  
Kirsten Beedholm
Keyword(s):  
Health Care ◽  
Organizational Learning ◽  
Health Care Professionals ◽  
Large Scale ◽  
Patient Involvement ◽  
Hospital Setting ◽  
Implementation Process ◽  
University Hospital ◽  
Structured Interviews ◽  
Implementation Processes

Abstract Background From 2014 to 17, a large-scale project, ‘The User-involving Hospital’, was implemented at a Danish university hospital. Research highlights leadership as crucial for the outcome of change processes in general and for implementation processes in particular. According to the theory on organizational learning by Agyris and Schön, successful change requires organizational learning. Argyris and Schön consider that the assumptions of involved participants play an important role in organizational learning and processes. The purpose was to explore leaders’ assumptions concerning implementation of patient involvement methods in a hospital setting. Methods Qualitative explorative interview study with the six top leaders in the implementation project. The semi-structured interviews were conducted and analyzed in accordance with Kvale and Brinkmanns’ seven stages of interview research. Result The main leadership assumptions on what is needed in the implementation process are in line with the perceived elements in organizational learning according to the theory of Argyris and Schön. Hence, they argued that implementation of patient involvement requires a culture change among health care professionals. Two aspects on how to obtain success in the implementation process were identified based on leadership assumptions: “The health care professionals’ roles in the implementation process” and “The leaders’ own roles in the implementation process”. Conclusion The top leaders considered implementation of patient involvement a change process that necessitates a change in culture with health care professionals as crucial actors. Furthermore, the top leaders considered themselves important facilitators of this implementation process.

scholarly journals Lean management in health care: a review of reviews of socio-technical components for effective impact

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marta Marsilio ◽  
Martina Pisarra
Keyword(s):  
Health Care ◽  
Implementation Process ◽  
Management Approach ◽  
Lean Management ◽  
Impact Measurement ◽  
Content Type ◽  
Four Dimensions ◽  
Support Organization ◽  
Review Of Reviews

PurposeThe aims of the implementation of lean management in health care are to improve quality of care, to eliminate waste and to increase efficiency. The purpose of this study is to contribute to the advancement of knowledge by investigating which main socio-technical factors are considered to be effective for the implementation and management of lean initiatives.Design/methodology/approachA systematic review of literature reviews on lean management in health care was conducted. The components of the socio-technical system are identified by moving from the socio-technical drivers that support organization-wide quality improvement practices and the lean implementation process in health care. The impacts of lean management are classified using the internal processes, patient, learning and financial dimensions.FindingsThe 28 reviews retrieved confirm the current and increasing interest in lean management. While more than 60% of them call for a system-wide approach, system-wide implementations have rarely been observed, and, instead, adoption in isolated units or departments, or the use of single techniques and tools, prevails. The most commonly investigated socio-technical components are organizational structure, techniques and tools and organizational culture and strategic management. Significant impacts are reported for all the four dimensions. Nonetheless, the review reveals that there is still a lack of evidence on the sustainability of lean results and a need for a standardized impact measurement system.Originality/valueThis work stands out as the first review of reviews of how the socio-technical components of the lean management approach obtain positive impacts within the patient, internal processes, learning and financial dimensions.

scholarly journals Organizational learning capability and open innovation

2018 ◽  
Vol 56 (6) ◽  
pp. 1217-1231 ◽  
Author(s):  
Marta Peris-Ortiz ◽  
Carlos Alberto Devece-Carañana ◽  
Antonio Navarro-Garcia
Keyword(s):  
Organizational Learning ◽  
Open Innovation ◽  
Dynamic Capabilities ◽  
Qualitative Comparative Analysis ◽  
Incremental Innovation ◽  
Learning Capability ◽  
Content Type ◽  
Knowledge Based ◽  
Learning Factors ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.Design/methodology/approachAt the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.FindingsFsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.Research limitations/implicationsThe nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.Originality/valueScarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

Dynamic capabilities, organizational learning and ambidexterity in a higher education institution

2019 ◽  
Vol 26 (4) ◽  
pp. 397-411 ◽  
Author(s):  
Carla Patricia da Silva Souza ◽  
Adriana Roseli Wünsch Takahashi
Keyword(s):  
Higher Education ◽  
Organizational Learning ◽  
Dynamic Capabilities ◽  
Single Case ◽  
Education Institution ◽  
Research Strategy ◽  
Observation Data ◽  
Higher Education Institution ◽  
Content Type

Purpose This paper aims to analyse how dynamic capabilities (DC) affect organizational learning (OL) in a Brazilian higher education institution (HEI) and how this relationship affects organisational ambidexterity (OA). Design/methodology/approach The research strategy involves a qualitative, single case study. Data were collected through in-depth interviews, documentary research over a 15-year period and nonparticipant observation. Data were analysed using narrative analysis. Findings The results show that founders and managers influence the activities related to sensing, seizing and reconfiguring DC. They interpreted the new opportunities and shared them with other individuals. Gradually, a collective sense about the new ideas was constructed. New academic and administrative routines were created and an OL process took place at the HEI, which resulted in a valuable balance between exploration and exploitation (OA) for the organisation. Originality/value The study offers insight into how DC, OL and OA can be related. Although each construct has its own independent definition, there are similarities between them. The case study demonstrates how these theories were affected, and the research, therefore, makes a new methodological contribution regarding how to study DC, OL and OA as an integrative phenomenon.

scholarly journals Building perspective awareness as a workplace practice

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pia Andersson ◽  
Lotta Dellve ◽  
Gunnar Gillberg ◽  
Hans Lindgren
Keyword(s):  
Health Care ◽  
Health Care Professionals ◽  
Health Care Organization ◽  
Work Organization ◽  
Implementation Process ◽  
Care Organization ◽  
Content Type ◽  
Dialogue Model ◽  
Organizational Conditions ◽  
The Right

Purpose The present study aims to describe the implementation of a facilitated dialogue model intended to improve communication across professional logics and knowledge boundaries in two units of a large health-care organization in Sweden. Design/methodology/approach This is a mixed-methods study with interviews, field observations and follow- up questionnaires that were conducted during the implementation process. Findings The conclusion drawn in this study is that it is possible to change and improve the dialogue between health-care professionals with the help of a tailored, facilitated dialogue model. The authors found that different professional logics can indeed meet and share perspectives if the right conditions are provided. Moreover, an improved dialogue between different professional groups may contribute to work satisfaction, engagement, social cohesion and communication between professionals. Practical implications This study shows that the right organizational conditions, such as support from managers, must exist if the model’s inherent possibilities are to be used. Inhouse facilitation may be a sustainable model for facilitated workplace dialogue when its implementation is supported by the overall organization. Originality/value The contribution is an empirically based analysis of a new form of model for mediating perspectives within an organization with distinct professional roles. This study shows how, under the right conditions, the model can contribute to a perspective awareness and thus a more mature work organization.

A novel model to implement ERP based on dynamic capabilities

2015 ◽  
Vol 26 (7) ◽  
pp. 1053-1068 ◽  
Author(s):  
Tsung-Sheng Chang ◽  
Hsin-Pin Fu ◽  
Cheng-Yuan Ku
Keyword(s):  
Organizational Learning ◽  
Integrated Circuits ◽  
Enterprise Resource Planning ◽  
Dynamic Capabilities ◽  
Success Factors ◽  
Resource Planning ◽  
Content Type ◽  
Implementation Model ◽  
Coordination System

Purpose – The purpose of this paper is to propose an implementation model for enterprise resource planning (ERP) based on resource-based view, and using the dynamic capability theory as its theoretical foundation. This model includes: the establishment of the objectives of the implementation, an assessment of the available resources and the scope of the implementation, the redesign/integration and organizational learning during the process, the implementation of the system, and the measurement and evaluation of its performance. Design/methodology/approach – An integrated circuits design company in Taiwan was used in a case study to examine the validity of the proposed model. Findings – When the proposed ERP implementation model was applied in this study, the results show that organizational coordination, system-process redesign and integration, and organizational learning are the critical strategies for enterprises, in order to reduce the risks during the implementation of ERP projects. Practical implications – This model can help enterprises recognize the resources needed when implementing an ERP. In addition, they need to consider the reliability of these resources, as this will increase the efficiency of the implementation, and thus the probability of success. Originality/value – Studies of past models in the implementation of ERP have been conducted in various industries. There is a need for further studies that evaluate the different concepts in terms of the effectiveness of specific methods, in order to enhance the probability of successfully implementing a dynamic system. This paper is one of the first to explain how an enterprise can implement an ERP that is based on the theory of dynamic capabilities. The case study illustrates the important, critical success factors.

Susceptibility of falling behind current medical knowledge among health-care professionals: the extended parallel process model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Salman Bin Naeem ◽  
Rubina Bhatti ◽  
Khurshid Ahmad ◽  
Muhammad Rafi
Keyword(s):  
Health Care ◽  
Patient Care ◽  
Health Care Professionals ◽  
Process Model ◽  
Medical Knowledge ◽  
Parallel Process ◽  
Current Medical ◽  
Behavioral Changes ◽  
Extended Parallel Process Model ◽  
Content Type

Purpose The purpose of this paper is to appraise the possible response outcomes (no response, fear control or danger control) of a fear-based message on falling behind current medical knowledge among health-care professionals (HCPs). Design/methodology/approach This study was conducted using a quantitative research design. A cross-sectional survey was carried out in 2,873 health-care facilities across 36 districts of Punjab. The Extended Parallel Process Model (EPPM) provided a theoretical framework for this study. The important components to EPPM such as threat, efficacy and outcomes were used to collect the data. The collected data was analyzed using Statistical Package for Social Sciences (SPSS) version 22. Findings HCPs perceived high susceptibility and threat of falling behind current medical knowledge. A majority of the HCPs were at the danger control process and engaged in a behavior that is recommended for adaptive behavioral changes. Clinical experience and enrollment in post-graduation programs (e.g. FCPS, MCPS) were significant factors as to HCPs’ perceived response efficacy. Research limitations/implications The responses were obtained using a structured questionnaire, which is always subject to respondents’ personal biases and ability to understand the question’s statement. Practical implications This study has important implications in terms of introducing promotional, educational and logistical interventions that could help in HCPs overcoming the fear of falling behind current medical knowledge and develop productive and adoptive information behavior thus improving patient care and outcome. Originality/value This is the first large-scale empirical study in Pakistan that measured the level of threat and efficacy among HCPs using the EPPM. It proposes a framework for developing long-lasting adaptive information behavioral changes that may result in informed patient care and better decision-making.

Building dynamic capabilities around organizational learning challenges

2014 ◽  
Vol 1 (3) ◽  
pp. 214-239 ◽  
Author(s):  
Scott A. Snell ◽  
Shad S. Morris
Keyword(s):  
Organizational Learning ◽  
Dynamic Capabilities ◽  
Knowledge Generation ◽  
Learning Needs ◽  
Costs And Benefits ◽  
Knowledge Assets ◽  
Content Type ◽  
Management Interventions ◽  
Learning Challenges ◽  
Potential Benefits

Purpose – The knowledge that is embedded within people, relationships, and organizational routines present key, but varied, sources of capabilities needed to compete. The value of this knowledge depends on the investment costs and benefits that come as employees draw on and utilize these different forms of knowledge to respond to global challenges. But something as intangible as knowledge can be a major source of misunderstanding and mismanagement. The purpose of this paper is to develop a framework that explores the underlying path of how knowledge assets might be configured to overcome misunderstanding and mismanagement. Design/methodology/approach – The authors develop a framework to help scholars and organizations understand how to manage their different knowledge assets to ensure continual organizational effectiveness. To do this, the authors juxtapose three classes of knowledge assets – human capital, social capital, and organizational capital – against three types of learning – knowledge generation, transfer, and application. Findings – The framework the authors develop provides both theoretical and practical insight into how organizations can manage their knowledge assets to overcome learning challenges. Practical implications – The framework helps understand how organizations might align learning with their strategic challenges. It is useful in helping organizations develop a better understanding of the costs and benefits of different knowledge-management interventions according to the nature of the task and the learning needs of their organizations. When firms are confronted with challenges that present a great deal of uncertainty and they are in need of knowledge generation, transfer, and/or application, the framework could help them to identify which assets to invest in as well as the potential benefits of the investments. Originality/value – This paper is unique in that it provides a framework linking knowledge assets with organizational learning in a way that has not been done before. It also outlines specific human resource approaches to managing these different configurations.

Contribution of knowing in practice to dynamic capabilities

2019 ◽  
Vol 26 (1) ◽  
pp. 60-77 ◽  
Author(s):  
Ane Isabel Linden ◽  
Claudia Bitencourt ◽  
Hugo Fridolino Muller Neto
Keyword(s):  
Health Care ◽  
Dynamic Capabilities ◽  
Health Care Organizations ◽  
Service Providers ◽  
Project Managers ◽  
Organizational Level ◽  
Strategic Decisions ◽  
Content Type ◽  
Theoretical Approaches ◽  
The Board Of Directors

Purpose This paper aims to discuss the contribution of knowing in practice (KP) to the development of dynamic capabilities (DC) in the context of health-care organizations. Design/methodology/approach The authors develop a case study in a Brazilian hospital in three stages using the data collection techniques of interviews, focus groups, shadowing and conjoint analysis. The participants were health-care employees, supervisors, project managers and members of the board of directors. Findings This paper identifies the contribution of KP to develop DC based on strategic practices and their respective microprocesses as key elements to DC microfoundations. In the end, the paper points out a mutual contribution between the theoretical approaches. Research limitations/implications This proposal makes sense in organizations where the practices have a strategic nature, such as hospitals and service providers. Practical implications This study suggests an alignment between strategic and operational views, stimulating learning across organizational levels. Originality/value KP helps to give DC a tangible form by including a human dimension into microfoundations, giving voice to practitioners in the strategic decisions. The integration of KP and DC approaches allows organizations to perceive DC in daily practices making DC present in every organizational level, stimulating a continuous organizational learning process.

Co-creating value with suppliers: a conceptual framework

2019 ◽  
Vol 13 (2) ◽  
pp. 213-227
Author(s):  
Paulo Sergio Altman Ferreira
Keyword(s):  
Health Care ◽  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Health Care Organizations ◽  
Two Dimensions ◽  
Content Type ◽  
Theoretical Perspectives ◽  
And Performance ◽  
Mutual Change

PurposeThis study aims to put forward a conceptual framework to promote strategies for exploring and exploiting value co-creation with suppliers through dynamic capabilities development.Design/methodology/approachThe conceptual framework was developed by applying deductive logic to blend the theoretical perspectives of value co-creation and dynamic capabilities concerning interaction and innovation.FindingsThe suggested framework emphasized that to co-create value with suppliers, health-care organizations need to integrate innovation abilities with interactional abilities for assimilating mutual processes and resources. The study also points out the crucial role of middle managers to articulate the diverse value perspectives and act as change catalysts.Practical implicationsThis paper provides a roadmap for health-care managers to develop internal bundles of resources and integrate inter-organizational processes in the direction of co-creating value. The approach suggests the use of project pipelines and performance measures as managerial tools for aligning value co-creating initiatives with suppliers.Originality/valueThe study is a pioneering attempt to develop a conceptual framework for co-creating value with suppliers and, consequently, to provide innovative services to patients. The study aligns with previous value co-creation and dynamic capabilities works in terms of interaction and innovation development. However, based on the interrelation of these two dimensions, the study puts forth four interrelated processes (experimenting new possibilities of value creation; articulating value alignment initiatives; implementing mutual benefits; and executing and managing performance improvement) attached by mutual change mechanisms.

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