東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

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

Birken, Sarah A.

FindBook

Google Book

Amazon

博客來

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

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Where the rubber meets the road: A mixed-method study of middle managers' role in innovation implementation in health care organizations./
作者:	Birken, Sarah A.
面頁冊數:	239 p.
附註:	Source: Dissertation Abstracts International, Volume: 72-08, Section: B, page: .
Contained By:	Dissertation Abstracts International72-08B.
標題:	Sociology, Organizational. -
電子資源:	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.
LDR:02747nam 2200325 4500 001 1403081
005 20111108080413.5
008 130515s2011 ||||||||||||||||| ||eng d
020 $a 9781124655963
035 $a (UMI)AAI3456253
035 $a AAI3456253
040 $a UMI $c UMI
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