From conflict to collaboration? Contrasts and convergence in the development of nursing and management theory (2)

Hewison, Alistair; Stanton, Angela A.

doi:10.1046/j.1365-2834.2003.00338.x

Cited by 12 publications

(8 citation statements)

References 52 publications

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“…The staff nurses identified reasonable expectations of the head nurse. To supplement the head nurse, an internal nursing hierarchy evolved in which the most senior nurses assumed informal authority and provided leadership (Almost & Laschinger, 2002; Skjoshammer, 2002; Hewison & Stanton, 2003). Di Giulio (1989), in her discussion of education of nurse managers in Italy, described the short training courses for management as limited in content and scope.…”

Section: Discussionmentioning

confidence: 99%

Nursing culture of an operating theater in Italy

Yamaguchi

2004

Nursing & Health Sciences

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Sociocultural and organizational factors that influence the work culture of nurses in an Italian operating theater were the subject of the present qualitative explorative study. Italy is one of the world's wealthiest, most powerful countries. Yet little is known outside its borders about the unique culture of Italian nurses at work in hospitals and its effect on health care. Throughout this Japanese author's first hand experience of the microculture of Italian nursing, using a microethnographic design with focus groups for cultural interpretation, data were collected during 2000-2001 from 25 staff nurses working full-time in one regional hospital. Nurses in the operating theater, considerably less educated than doctors and accustomed to the power and status of medicine, were directed in nearly all activities by physicians. Finding little leadership from management, the nurses developed solid defenses against change and conflict through concerted allegiance to one another. The findings suggest that with Italian nurses questioning tradition and seeking university education, there may be gradual recognition by medicine, management and the public of their contribution to health system performance, improved patient care outcomes, and the value of the nursing profession.

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Section: Discussionmentioning

confidence: 99%

Nursing culture of an operating theater in Italy

Yamaguchi

2004

Nursing & Health Sciences

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“…This structure creates a mirror image of the dominant typology in general practice physicians, with Enterprising and Investigative trading places. The Social and Investigative elements are also both shared with nursing, and these two professions are thought to share a number of associated structural and procedural elements in common (Hewison & Stanton, 2003). The emphasis on Enterprising is what sets health administration apart most strongly from the other health professions (Lowman, 1991).…”

Section: Who Selects This Professionmentioning

confidence: 99%

Worldviews in collision: conflict and collaboration across professional lines

Garman

Leach

Spector³

2006

J Organ Behavior

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SummaryThe process of providing health services in hospitals is inherently interdisciplinary; many of the challenges to enhancing quality and safety involve the human aspects of this interdisciplinary system. Each of the major disciplines-physicians, nurses, allied health providers, and health administrators-represent qualitatively distinct sets of goals and professional values, influencing not only current behavior but also who chooses these roles in the first place. Once a career is selected, the educational process further fortifies these differences, such that new professionals enter the workplace with fundamentally divergent perspectives on how care should be provided and how processes should be improved. These differences are in some ways functional but in other ways create work patterns that are both dysfunctional and very puzzling to outsiders. In this paper, we provide a guide to hospital organizational behavior through the lenses of professional preparation and interprofessional conflict. We review research on career choice, education, and cross-disciplinary teamwork in healthcare, and end with a set of implications for organizational behavior researchers.

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“…According to other studies, removing barriers between managers and nurses as two key groups of health‐care personnel might lead to the collaboration and cooperation necessary to deliver the responsive services identified as targets in recent policy pronouncements 23 . Partnership and cooperation with managers 24 is a part of an effective teamwork, and pooling expertise can have a major influence on patient outcomes 25 .…”

Section: Resultsmentioning

confidence: 99%

“…Indeed, divergence among the four pillars of Iranian nursing was a major factor hindering the effective coordination of knowledge transfer from nursing authorities as indicated: According to other studies, removing barriers between managers and nurses as two key groups of health-care personnel might lead to the collaboration and cooperation necessary to deliver the responsive services identified as targets in recent policy pronouncements. 23 Partnership and cooperation with managers 24 is a part of an effective teamwork, and pooling expertise can have a major influence on patient outcomes. 25 Other management factors that influence knowledge transfer include setting goals that demand cross-unit cooperation and therefore depend upon knowledge transfer; providing opportunities to interact and exchange knowledge through meetings and and, it has also been claimed that:…”

Section: Education and Service In Our Nursing Have No Mutual Understamentioning

confidence: 99%

Organizational factors influencing knowledge transfer into practice in Iranian nursing context: A grounded theory approach

Salsali

Cheraghi

Ahmadi

2009

Int J of Nursing Practice

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15: 426-436 Organizational factors influencing knowledge transfer into practice in Iranian nursing context: A grounded theory approachDivergence in Iranian nursing organization including academic and clinical settings adversely affects knowledge transfer. Centralized and medical focused nursing with a lack of effective representation at senior or national level was inferred as the main causal conditions. Using grounded theory methodology, in-depth individual interviews were conducted with 17 participants to better understand their perceptions of the organizational factors influencing knowledge transfer. Organizational factors affecting knowledge transfer can be grouped into two main categories or themes: (i) the dimensions of incompetent organizational content (such as work culture); and (ii) incompetent organizational structure (such as the hierarchy of authority, the expertise and the standardization). The findings showed that there was a range of competing subcultures between management and nursing. The most important basic social problem was inferred as divergence in nursing organization across academic and clinical settings.

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From conflict to collaboration? Contrasts and convergence in the development of nursing and management theory (2)

Cited by 12 publications

References 52 publications

Nursing culture of an operating theater in Italy

Nursing culture of an operating theater in Italy

Worldviews in collision: conflict and collaboration across professional lines

Organizational factors influencing knowledge transfer into practice in Iranian nursing context: A grounded theory approach

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