Enhancing the nurses’ role in healthcare delivery through strategic management: recognizing its importance or not?

Carney, Marie

doi:10.1111/j.1365-2834.2009.01018.x

Cited by 10 publications

(15 citation statements)

References 42 publications

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“…They further state ‘developing and managing strategy is a critical success factor for healthcare managers’ (Carney & Crossan, :655). Interestingly in , Carney examined the use and influence of strategy within nursing and midwifery by exploring databases using the key term ‘strategy’ in the title. The authors revealed that only 10% of papers made reference to this.…”

Section: An Outline Of Patterns and Trends In Papers Published The Jomentioning

confidence: 99%

An overview of 5‐year patterns and trends in the Journal of Nursing Management

Timmins

2020

J Nurs Manag

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The Journal of Nursing Management (2019) is an international forum which aims to inform and advance the discipline of nursing management and leadership. The Journal encourages scholarly debate and critical analysis to provide evidence that may underpin and illuminate the practice of management, innovation and leadership in nursing and health care. It publishes current issues and developments in practice in the form of research papers, in-depth commentaries and analyses. The Journal welcomes papers from researchers, academics, practitioners, managers and policymakers from a range of countries and backgrounds that examine relevant issues and contribute to the body of knowledge in international nursing management and leadership worldwide. An exploration of the recent output of scholars within the Journal of Nursing Management is insightful and provides a little more information on research activity in the field and the extent to which the overarching aims of the Journal are being achieved. The aim of this editorial is to provide a brief overview of general patterns and trends in publications in the Journal of Nursing Management with a focus on the past five years (2015-2019) and to suggest ways in which this information could be utilized to inform the future strategic direction of the journal and future publications.A search within the Scopus database (2019) revealed that there have been 2,266 publications in the Journal since its foundation in 1993. The majority of these papers are research articles (78.7%, n = 1,785). There are smaller numbers of literature reviews (7.9% n = 179) and editorials (7.5%, n = 170). The remainder of the papers consists of letters, commentaries and conference papers. The top ten countries publishing most frequently in the Journal (in descending order) were the USA, the UK, Australia, Canada, Sweden, Finland, Ireland, Norway, Italy and Taiwan. Half of these are Englishspeaking countries. The most frequently published institutions were from mostly English-speaking countries:A 5-year analysis (Scopus, 2019) within the journal revealed that 562 papers have been published during this time, and the top-rank-

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Section: An Outline Of Patterns and Trends In Papers Published The Jomentioning

confidence: 99%

An overview of 5‐year patterns and trends in the Journal of Nursing Management

Timmins

2020

J Nurs Manag

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“…those values traditionally associated with nursing and those values traditionally linked with management) (Hewison & Stanton 2002, Crossan 2008; the need to meet the developmental needs of nurse managers in support of their middle management role (Hewison & Griffiths 2004, Clarke et al 2012; and the need to empower nurse managers and other middle managers to fulfil the role effectively. Carney (2009) indicates that there is a lack of awareness among nurse managers in relation to the strategic management of their organisations and suggests that nurse managers need to further develop their understanding and knowledge of the strategic management process and identify ways to influence their organisational strategy. However, this can only happen if nurse managers are given more support from the executive level of the organisation and recognition that the provision of enhanced education in strategic management is necessary if nurse managers are to play a meaningful role in the strategic development of health care.…”

Section: The Role Of the Nurse In Strategic Managementmentioning

confidence: 99%

What is strategic management?

Jasper

Crossan

2012

J Nurs Manag

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“…Much of the literature examining nurses' experience of change has focused on middle-level staff (Carney, 2009). For example their role as 'knowledge brokers' has been investigated revealing that ward managers/ward sisters in particular contribute to the organisation of hospitals and have some strategic influence (Burgess and Currie, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…However less attention has been given to nurses working at a strategic level with regard to organizational change (Crossan, 2003). It has been suggested that there is a lack of awareness among nurse managers of strategic management concerns in organizations (Carney, 2009), and that understanding and knowledge in this area needs further development (Crossan, 2003). If strategic management is a set of managerial decisions and actions of an organization which facilitate competitive advantage and longterm superior performance over other organizations (Kong, 2008), then the extent to which nurses in acute trusts are engaged in this activity requires investigation.…”

Section: Introductionmentioning

confidence: 99%

Exploring senior nurses’ experiences of leading organizational change

Boyal

Hewison

2016

Leadership in Health Services

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Purpose - The aim of this paper is to explore Senior nurses' experiences of leading organizational change. There is a substantial literature reporting middle-level nurse managers' experiences of change; however, there is less evidence concerning senior nurses' perspectives. In view of this, interview data collected from senior nurses, as part of a study of major organizational change, were analysed to redress this imbalance. Design/methodology/approach - In-depth semi-structured interviews (n = 14) were conducted with senior nurses (between 2009 and 2012). Findings - Senior nurses' activity centred on leadership and workforce issues, internal influences and external pressures. In periods of change, appropriate leadership was vital, and "weak" leaders were considered to have an adverse effect on teams. Concerns were expressed about financial strictures and their impact on patient care and service provision. The senior nurses were striving to provide the best quality of service delivery with the limited resources available. Concentration on operational matters was necessary to maintain stability in periods of change. However, this prevented senior nurses from influencing strategic decision-making in their organizations. Practical implications - If senior nurses are to realise their potential to operate at a strategic level, they need to be given time and support to lead, rather than just react to change. This research emphasises the importance of a "nursing voice" to inform board-level decisions and maintain a focus on patient care. Originality/value - This research sheds light on the work of a key group of staff in health-care organizations. Understanding senior nurses' experience of and contribution to change is a useful contribution to health services research.

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Enhancing the nurses’ role in healthcare delivery through strategic management: recognizing its importance or not?

Abstract: Nurse Managers could play a greater role in enhancing healthcare delivery if an understanding of, and acceptance of the importance of strategy in health care delivery was promoted.

Cited by 10 publications

References 42 publications

An overview of 5‐year patterns and trends in the Journal of Nursing Management

An overview of 5‐year patterns and trends in the Journal of Nursing Management

What is strategic management?

Exploring senior nurses’ experiences of leading organizational change

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