Appreciative Management Scale 2.0

Harmoinen, Merja; Niiranen, Vuokko; Munnukka, Juha; Suominen, Tarja

doi:10.1037/t85094-000

Cited by 1 publication

(5 citation statements)

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“…Of the 21 identified studies, three were doctoral dissertations. Harmoinen (2014) presented the development of a valid and reliable instrument which was used to collect the study material. In the research presented by Heikka (2008), data were collected with a valid and reliable instrument, along with thematic interviews; the interview responses were later subjected to content analysis.…”

Section: Resultsmentioning

confidence: 99%

“…A leader must also be interested in facilitating and supporting nurses and professional growth (Flaig et al, 2020; Holmlund et al, 2007; Kramer et al, 2007; Lunden et al, 2017; Okonkwo et al, 2020; Oksanen et al, 2005). For example, Oksanen et al (2005) stated that the a manager who actively maintains their clinical competences will also positively influence the competences of their staff, while Harmoinen (2014) emphasized that appreciative management has a moderate connection to professional development (Harmoinen, 2014).…”

Section: Resultsmentioning

confidence: 99%

“…In addition, a manager's ability to provide genuine feedback was considered an important part of their professional competence (Kramer et al, 2007; Ollila, 2008). Thus, successful knowledge management in an organisation requires managers who take an active role in the knowledge management process as well as show an exemplary attitude towards the systematic development of competence (Flaig et al, 2020; Harmoinen, 2014; Karamitri et al, 2020; Kramer et al, 2007; Lunden et al, 2017; Okonkwo et al, 2020; Ollila, 2008).…”

Section: Resultsmentioning

confidence: 99%

“…The instruments were answered by nurse managers (Harmoinen, 2014; Heikka, 2008; Holmlund et al, 2007; Kivinen, 2008; Okonkwo et al, 2020), nurse leaders (Sinkkonen & Taskinen, 2002, 2003a, 2003b), and employees (Harmoinen, 2014; Karamitri et al, 2020; Kivinen, 2008; Kramer et al, 2007). The same instrument was used in three studies (Sinkkonen & Taskinen, 2002, 2003a, 2003b), while two studies relied on the same data (Sinkkonen & Taskinen, 2003a, 2003b).…”

Section: Resultsmentioning

confidence: 99%

Section: Leadership Behaviour and Attitudementioning

confidence: 99%

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Health care managers' competence in knowledge management: A scoping review

Karsikas

Meriläinen

Tuomikoski

et al. 2022

J Nursing Management

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Aim: To identify current evidence on health care managers' competence in knowledge management.Background: Although successful knowledge management improves the quality of care and performance of health care organisations, there is limited evidence on health care managers' competence in knowledge management Evaluation: A scoping review was conducted by including original published and unpublished studies (qualitative, quantitative, and experimental) and review designs in English, Finnish, or Swedish. The studies were retrieved from six databases (CINAHL, ProQuest, PubMed, Scopus, Mednar, and Finnish database Medic) in November 2020 and then complemented in January 2022. Narrative synthesis was used to synthesize data. Key issues: A total of 21 articles was included in the review. The main themes of managers' competence in knowledge management presented in these were system management, professional development, and leadership behaviour and attitude. No valid and reliable instruments were described in the included studies. Conclusion:At present, there is a limited understanding of health care managers' competence in knowledge management. A comprehensive understanding of this topic can provide a direction for future research.Implications for Nursing Management: The results can be utilized in the assessment and development of managers' competence in knowledge management, as well as the formulation of education and in-service training for health care managers.

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Section: Resultsmentioning

confidence: 99%