From conflict to collaboration? Contrasts and convergence in the development of nursing and management theory (1)

Hewison, Alistair; Stanton, Angela A.

doi:10.1046/j.1365-2834.2002.00337.x

Cited by 6 publications

(7 citation statements)

References 18 publications

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“…Brodwin and Bourgeois (1984) in their study of management practices, undertaken in 19 organizations, found that ‘collaborative’ and ‘cultural’ patterns served to utilize consensus building amongst the organizations’ hierarchical levels. Hewison and Stanton (2002) argue that such change is taking place and that ‘policy emphasis has shifted towards collaborative and co‐operative approaches to the provision of health care’ (p. 349). However, Long (2004), in respect of nurses working in the United States, notes that more nurses must be educationally prepared as problem solvers in order to meet the management challenges of complex health care environments.…”

Section: Discussionmentioning

confidence: 99%

How commitment and involvement influence the development of strategic consensus in health care organizations: the multidisciplinary approach

Carney

2007

J Nurs Manag

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A descriptive study was undertaken and quantitative data were generated through the survey method. The aims of the study were articulated through hypotheses. Almost 400 middle manager heads of department, working in acute care not-for-profit health service organizations, in the Republic of Ireland, responded. Findings indicated that a stronger relationship existed between consensus and commitment than between involvement and commitment. In addition, when present in the organization, involvement and commitment together were better predictors of consensus than each of those factors on its own, but significantly commitment had a greater impact in predicting consensus than involvement had.

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Section: Discussionmentioning

confidence: 99%

How commitment and involvement influence the development of strategic consensus in health care organizations: the multidisciplinary approach

Carney

2007

J Nurs Manag

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“…Perhaps the lack of NM involvement in EBPI is understandable given that in the UK, the contemporary NM role has undergone significant change over recent decades. Shifting health policy and associated organizational changes have had an impact on the role (Hewison 1999; Hewison & Stanton 2002; Gifford et al 2008). Frequent changes to job titles reflect the changing spheres of influence of NMs, including an increasing emphasis on the administrative aspects of their role.…”

Section: Overview Of Literaturementioning

confidence: 99%

An Exploration of the Roles of Nurse Managers in Evidence‐Based Practice Implementation

Wilkinson

Nutley

Davies

2011

Worldviews Ev Based Nurs

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The study reveals that NMs are only involved in evidence-based practice implementation in a passive role, not the full engagement described in the literature as being necessary. This study adds previously lacking detail of the roles of NMs. It elucidates why exhortations to NMs to become more involved in evidence-based practice implementation are ineffective without action to address the problems identified.

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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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From conflict to collaboration? Contrasts and convergence in the development of nursing and management theory (1)

Cited by 6 publications

References 18 publications

How commitment and involvement influence the development of strategic consensus in health care organizations: the multidisciplinary approach

How commitment and involvement influence the development of strategic consensus in health care organizations: the multidisciplinary approach

An Exploration of the Roles of Nurse Managers in Evidence‐Based Practice Implementation

Worldviews in collision: conflict and collaboration across professional lines

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