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| International Standard Book Number |
9781786307071 |
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| International Standard Book Number |
9781119842439 |
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(electronic bk. : oBook) |
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1119842433 |
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(electronic bk. : oBook) |
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9781119842392 |
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(electronic bk.) |
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1119842395 |
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(electronic bk.) |
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1786307073 |
| 024 7# - OTHER STANDARD IDENTIFIER |
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| Standard number or code |
10.1002/9781119842439 |
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doi |
| 035 ## - SYSTEM CONTROL NUMBER |
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| System control number |
(OCoLC)1257549480 |
| 041 ## - LANGUAGE CODE |
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eng |
| 050 #4 - LIBRARY OF CONGRESS CALL NUMBER |
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| Classification number |
RA418.5.M4 |
| 082 04 - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
610.28 |
| Edition number |
23 |
| 245 00 - TITLE STATEMENT |
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| Title |
Altering frontiers : |
| Remainder of title |
organizational innovations in healthcare / |
| Statement of responsibility, etc |
edited by Corinne Grenier, Ewan Oiry. |
| 264 #1 - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
London, UK : |
| Name of publisher, distributor, etc |
ISTE, Ltd. ; |
| Place of publication, distribution, etc |
Hoboken : |
| Name of publisher, distributor, etc |
Wiley, |
| Date of publication, distribution, etc |
2021. |
| 300 ## - PHYSICAL DESCRIPTION |
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1 online resource. |
| 336 ## - CONTENT TYPE |
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text |
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txt |
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rdacontent. |
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computer |
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c |
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rdamedia. |
| 338 ## - CARRIER TYPE |
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online resource |
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cr |
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rdacarrier. |
| 490 1# - SERIES STATEMENT |
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| Series statement |
Health and innovation set ; |
| Volume number/sequential designation |
volume 1. |
| 500 ## - GENERAL NOTE |
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| General note |
Includes index. |
| 505 0# - CONTENTS |
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| Formatted contents note |
Table of Contents<br/>Foreword by Jean-Louis Denis: Adaptation, Trust and Methodology xi<br/>Jean-Louis DENIS<br/><br/>Foreword by Norbert Nabet : The Challenges of Altering Frontiers: For Other More Collaborative Approaches xvii<br/>Norbert NABET<br/><br/>Introduction: The Challenges of “Altering Frontiers”: The Multiple Facets of Boundaries to Cross and Articulate xxi<br/>Corinne GRENIER and Ewan OIRY<br/><br/>Part 1. Innovations as Seen by Stakeholders 1<br/><br/>Introduction to Part 1 3<br/><br/>Chapter 1. Recognition of Patients’ Experiential Knowledge and Co-production of Care Knowledge with Patients and Citizens in the 21st Century 7<br/>Luigi FLORA<br/><br/>1.1. Introduction 7<br/><br/>1.2. From “empowerment” to the “patient revolution”, an international trend 8<br/><br/>1.3. From paternalism to different forms of participation and partnership with patients 14<br/><br/>1.4. Innovative practices 14<br/><br/>1.5. Conclusion 25<br/><br/>1.6. References 26<br/><br/>Chapter 2. Innovative Organizations and Professional Strategies: The Nursing Professional Space 29<br/>Philippe MOSSÉ<br/><br/>2.1. Introduction: experimenting experimentation 29<br/><br/>2.2. Participatory evidence-based policy: a new conceptual framework? 31<br/><br/>2.3. Article 51: a full-scale test 34<br/><br/>2.3.1. Experimenting for recognition 34<br/><br/>2.3.2. An expression of interest 36<br/><br/>2.4. The nursing space: a controlled extension 38<br/><br/>2.4.1. Asalée: a fragile experiment 39<br/><br/>2.4.2. The nurse in advanced practice: spearhead or first in line 41<br/><br/>2.5. Conclusion: new ways of doing things 46<br/><br/>2.6. Appendix: examples of emancipatory innovations in the 1990s 47<br/><br/>2.6.1. Nursing specialization versus the place of the manager 47<br/><br/>2.6.2. Stubborn labor relations 48<br/><br/>2.7. References 48<br/><br/>Chapter 3. Managed Communities of Practice in the Gerontology Sector: Case of a CoP of Gerontology Volunteers in Sweden 51<br/>Bertrand PAUGET<br/><br/>3.1. Introduction 51<br/><br/>3.2. Context and questions 52<br/><br/>3.3. Conceptual framework 53<br/><br/>3.3.1. Volunteering 53<br/><br/>3.3.2. Communities of practice 53<br/><br/>3.3.3. Managed communities of practice 54<br/><br/>3.3.4. The interpretative framework of a piloted community of practice 55<br/><br/>3.4. Illustrations 55<br/><br/>3.4.1. The Swedish context 55<br/><br/>3.4.2. A community of practice piloted in the field of gerontology 56<br/><br/>3.5. Conclusion 58<br/><br/>3.6. References 59<br/><br/>Part 2. Innovations on the Collective Side 61<br/><br/>Introduction to Part 2 63<br/><br/>Chapter 4. Moving from Partitioning to Transversality in Operating Rooms using Robot-assisted Surgery 67<br/>Delphine WANNENMACHER<br/><br/>4.1. Introduction 67<br/><br/>4.2. The context of operating rooms mobilizing the surgical robot 68<br/><br/>4.3. The issue of technical and non-technical skills in the context of robotic surgery 69<br/><br/>4.4. The effects of new technologies in terms of individual and collective skills 70<br/><br/>4.5. Viewing at the heart of robot-assisted surgery in urology 71<br/><br/>4.5.1. A pragmatic approach to analyzing the activity of an operating theater 71<br/><br/>4.5.2. A configuration of the operating room and an installation of the patient constrained by the surgical robot 72<br/><br/>4.5.3. A spatiotemporal separation and limited communication between team members 74<br/><br/>4.5.4. The impoverishment and disarticulation of individual and collective skills in the operating room, mobilizing the surgical robot 75<br/><br/>4.6. Discussion 77<br/><br/>4.7. References 79<br/><br/>Chapter 5. Clinical Poles of Activity, an Opportunity for New Cooperation Between the Actors? The Case of a Hospital 81<br/>Christelle HAVARD<br/><br/>5.1. Key elements and objectives of polar reform 82<br/><br/>5.2. Improving cooperation and better articulating the logics present in the hospital: challenges and theoretical identification 83<br/><br/>5.3. Context and methodology of the study 86<br/><br/>5.4. Modalities of cooperation permitted by the establishment of the clinical poles 86<br/><br/>5.4.1. The articulation actors 86<br/><br/>5.4.2. Tools supporting articulation work 88<br/><br/>5.4.3. The instances of exchange and articulation 90<br/><br/>5.5. Conditions for the use of articulations 92<br/><br/>5.6. Cooperation in a polar structure, some research avenues 94<br/><br/>5.7. References 96<br/><br/>Chapter 6. Learning from Reforms Aiming to Disseminate Innovative Organizational Models: The Case of Family Medicine Groups in Quebec 99<br/>Frédéric GILBERT<br/><br/>6.1. Introduction 99<br/><br/>6.2. Conceptual framework 100<br/><br/>6.2.1. The impact of intervention precision on the ability to learn 100<br/><br/>6.2.2. The impact of evaluations on learning capacities 101<br/><br/>6.3. Illustration of the analytical framework: the reflexive processes related to the implantation of family medicine groups in Quebec 103<br/><br/>6.3.1. Method and context of the study 103<br/><br/>6.3.2. Results of the analysis 104<br/><br/>6.4. Discussion 108<br/><br/>6.4.1. A brief overview of intervention theory 108<br/><br/>6.4.2. Evaluations that support rather than question 108<br/><br/>6.4.3. Evaluations that are not well integrated into the GFM policy 110<br/><br/>6.4.4. Improvements to increase learning potential in primary care reforms 110<br/><br/>6.5. Conclusion 110<br/><br/>6.6. References 111<br/><br/>Chapter 7. Variety and Performance of Innovative Organizational Structures: The Emergence of Territorial Support Platforms 115<br/>Matthieu SIBÉ, Sandrine CUEILLE and Tamara ROBERTS<br/><br/>7.1. Introduction 115<br/><br/>7.2. Context of the study 118<br/><br/>7.2.1. Organizational forms for the care and support to complex patients: an overview of the literature 118<br/><br/>7.2.2. Territorial support platforms: a new organizational arrangement in the French healthcare system 119<br/><br/>7.2.3. Context of the study, expected empirical observations on organizational forms and performance of PTAs 120<br/><br/>7.3. Conceptual framework 122<br/><br/>7.3.1. Analytical framework and concepts from structural contingency theory 122<br/><br/>7.3.2. The adhocratic structural configuration: an innovative organizational form to carry out complex tasks in dynamic environments 123<br/><br/>7.4. Empirical analysis 125<br/><br/>7.4.1. Analysis of contingency factors (situational elements) and expected organizational form of PTAs 125<br/><br/>7.4.2. Organizational congruence and PTAs performance 133<br/><br/>7.5. Conclusion 136<br/><br/>7.6. Acknowledgments 137<br/><br/>7.7. References 137<br/><br/>Part 3. Reflective Insights on Organizational Innovations in Healthcare 141<br/><br/>Introduction to Part 3 143<br/><br/>Chapter 8. Proposals for New Approaches to Contributory Evaluation of Healthcare Pathways from Interface Organizations 147<br/>Jessica GHELLER, Christian BOURRET and Gérard MICK<br/><br/>8.1. Introduction 147<br/><br/>8.2. Context and research questions 148<br/><br/>8.2.1. Background 148<br/><br/>8.2.2. Positioning for the method 150<br/><br/>8.2.3. Methodology 151<br/><br/>8.3. Framework for analyzing the processes of diffusion of organizational innovations: definition and principles (conceptual framework) 152<br/><br/>8.4. Empirical illustrations of the innovation diffusion processes supported by coordination platforms 153<br/><br/>8.4.1. A community of “expert” stakeholders, resulting from dynamic processes of territorial construction 154<br/><br/>8.4.2. Territory of practices as a framework for the intelligibility of processes for disseminating organizational innovations 156<br/><br/>8.4.3. Learning process 158<br/><br/>8.4.4. Process of building collective standards 161<br/><br/>8.5. Conclusion 165<br/><br/>8.5.1. Lessons 165<br/><br/>8.5.2. Perspectives 166<br/><br/>8.6. Acknowledgments 167<br/><br/>8.7. References 167<br/><br/>Chapter 9. Innovation and Absorptive Capacity of Organizations in the Healthcare Field 169<br/>Corinne GRENIER and Christine DUTRIEUX<br/><br/>9.1. Introduction: absorbing to innovate 169<br/><br/>9.2. Context and questions: the challenge of openness 170<br/><br/>9.3. Theoretical framework: the notion of organizational absorption capacity 172<br/><br/>9.4. Responses to the three OAC pitfalls: illustrations 175<br/><br/>9.4.1. Entering the absorption process 175<br/><br/>9.4.2. The quality of what is absorbed 177<br/><br/>9.4.3. The transition from potential to realized 180<br/><br/>9.5. Conclusion 183<br/><br/>9.6. References 184<br/><br/>Chapter 10. Quality Management in Hospitals: The Two Faces of Rationalization Through Indicators 187<br/>Hugo BERTILLOT<br/><br/>10.1. Introduction: are quality indicators a managerial innovation? 187<br/><br/>10.2. Context and issues 188<br/><br/>10.2.1. An institutional response in the context of a confidence crisis 188<br/><br/>10.2.2. From cautious indicators to equivocal uses 189<br/><br/>10.3. Management tools and organizational rationalization dynamics 190<br/><br/>10.3.1. What rationalization of professional organizations? 190<br/><br/>10.3.2. Investigating rationalization induced by quality indicators 191<br/><br/>10.4. A dynamic of professional rationalization? 192<br/><br/>10.4.1. Standardization of professional practices 192<br/><br/>10.4.2. Traceability of hospital activities 193<br/><br/>10.4.3. The local rooting of evidence-based medicine 195<br/><br/>10.5. A dynamic of managerial rationalization? 197<br/><br/>10.5.1. Control and competition 197<br/><br/>10.5.2. Rationalization and bureaucratization 199<br/><br/>10.5.3. A certain disenchantment with the hospital world 200<br/><br/>10.6. Conclusion: rationalizing through indicators to rationalize “softly” 202<br/><br/>10.7. References 203<br/><br/>List of Authors 205<br/><br/>Index 207 |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
How can healthcare systems be transformed by reimagining their multiple silos to favor processes and practices that are more responsive to local, horizontal initiatives? Altering Frontiers analyzes numerous experiences, using a multidisciplinary approach, paying attention to certain actors, collectives and organizational arrangements. |
| 545 0# - BIOGRAPHICAL OR HISTORICAL DATA |
|---|
| Biographical or historical note |
About the Author<br/>Corinne Grenier is Professor of Strategy and Innovation at KEDGE Business School, France, and is the director of the Center of Expertise Health & Innovation. She is also the scientific director of the MSAIS (Mastere Specialise Management des Structures et Activites Innovantes en Sante) program.<br/><br/>Ewan Oiry is Full Professor in HRM at Ecole des Sciences de Gestion – Universite du Québec a Montreal (ESG-UQAM), Canada. His research focuses on competence management. He is co-lead of the AGRH Thematic Research Group "Competency Management - Didier Retour". |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Medical innovations. |
| Authority record control number |
http://id.loc.gov/authorities/subjects/sh85082946. |
| 655 #4 - INDEX TERM--GENRE/FORM |
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| Genre/form data or focus term |
Electronic books. |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Grenier, Corinne. |
| Authority record control number |
http://id.loc.gov/authorities/names/no2008141852. |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Oiry, Ewan, |
| Dates associated with a name |
1973- |
| Authority record control number |
http://id.loc.gov/authorities/names/no2021078526. |
| 830 #0 - SERIES ADDED ENTRY--UNIFORM TITLE |
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| Uniform title |
Innovation, entrepreneurship, management series. |
| Name of part/section of a work |
Health and innovation set ; |
| Volume number/sequential designation |
v. 1. |
| 856 40 - ELECTRONIC LOCATION AND ACCESS |
|---|
| Uniform Resource Identifier |
https://onlinelibrary.wiley.com/doi/book/10.1002/9781119842439 |
| Link text |
Full text is available at Wiley Online Library Click here to view |
| 942 ## - ADDED ENTRY ELEMENTS |
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| Item type |
EBOOK |