Legitimizing a New Role: Small Wins and Microprocesses of Change

Reay, Trish; Golden‐Biddle, Karen; GermAnn, Kathy

doi:10.5465/amj.2006.22798178

Cited by 386 publications

(365 citation statements)

References 40 publications

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“…Instead, 9 of 20 studies in this grouping were deemed as medium readiness (i.e., clear implications for implementation), while the remaining 11 studies had low intervention readiness (i.e., indirect implications). The dependent variables of interest included organizational change (e.g., dutton and Ashford 1993; Reay et al 2006), innovation (e.g., ferlie et al 2005; West et al 2006) and team learning (e.g., Edmondson 2003).…”

Section: Results and Conclusionmentioning

confidence: 99%

Mining the Management Literature for Insights into Implementing Evidence-Based Change in Healthcare

Harlos¹,

Tetroe²,

Graham³

et al. 2012

hcpol

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Objective: We synthesized the management and health literatures for insights into implementing evidence-based change in healthcare drawn from industry-specific data. Because change principles based on evidence often fail to be translated into organizational practice or policy, we sought studies at the nexus of organizational change and knowledge translation. Methods: We reviewed five top management journals to identify an initial pool of 3,091 studies, which yielded a final sample of 100 studies. data were abstracted, verified by the original authors and revised before entry into a database. We employed a systematic narrative synthesis approach using words and text to distill data and explain relationships. We categorized studies by varying levels of relevance for knowledge translation as (1) primary, direct; (2) intermediate; and (3) secondary, indirect. We also identified recurring categories of change-related organizational factors. The current analysis examines these factors in studies of primary relevance to knowledge translation, which we also coded for intervention readiness to reflect how readily change can be implemented. Preliminary Results and Conclusions:Results centred on five change-related categories: Tailoring the Intervention message; Institutional Links/Social Networks; Training; quality of Work Relationships; and fit to Organization. In particular, networks across institutional and individual levels appeared as prominent pathways for changing healthcare organizations. Power dynamics, positive social relations and team structures also played key roles in implementing change and translating it into practice. We analyzed journals in which first authors of these studies typically publish, and found evidence that management and health sciences remain divided. Bridging these disciplines through research syntheses promises a wealth of evidence and insights, well worth mining in the search for change that works in healthcare transformation. RésuméObjectif : Nous avons effectué une synthèse de la littérature sur la gestion et sur la santé pour obtenir des pistes quant à la mise en oeuvre de changements fondés sur les données probantes dans les services de santé, et ce, à partir de données propres au secteur d' activité. Puisque la transposition des principes du changement fondé sur les données probantes dans la pratique ou politique organisationnelles est souvent vouée à l' échec, nous avons tenté de comprendre les liens entre le changement organisationnel et la transposition des connaissances. Méthodes : L' examen de cinq importantes revues de gestion nous a permis de repérer un bassin initial de 3 091 études, desquelles nous avons tiré un échantillon final de 100 études. Les données ont été résumées, vérifiées par leurs auteurs et révisées avant d' être versées dans une base de données. Nous avons employé une démarche de synthèse narrative systématique au moyen de mots et de texte afin de raffiner les données et d' expliquer les relations. Nous avons catégorisé les études en fonction de diffé...

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Section: Results and Conclusionmentioning

confidence: 99%

Mining the Management Literature for Insights into Implementing Evidence-Based Change in Healthcare

Harlos¹,

Tetroe²,

Graham³

et al. 2012

hcpol

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“…These "embedded" representatives were able to influence practice and effect change in the pilot site by using their existing relationships and local knowledge to engage pilot site staff (Reay et al 2006). Pilot site staff were in the best position to identify both problems and solutions and were often keen to be part of the project.…”

Section: Change Managementmentioning

confidence: 99%

Establishing a Provincial Patient Safety and Learning System: Pilot Project Results and Lessons Learned

Cochrane¹,

Taylor²,

Miller³

et al. 2009

hcq

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“…This occurs because new allies bring new solutions with them and old opponents change their habits. Additional resources also flow toward winners, which means that slightly larger wins can be attempted‖ (Weick, 1984: 43; see also Plowman et al, 2007;Reay, Golden-Biddle, & Germann, 2006). In other words, iteration, repetition, and continuous learning help maintain engagement and pursue additional experimentation (Dietz et al, 2003;Simon, 1996).…”

Section: Distributed Experimentationmentioning

confidence: 99%

Tackling Grand Challenges Pragmatically: Robust Action Revisited

Ferraro

Etzion

Gehman

2015

Organization Studies

892

1,029

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In this article, we theorize a novel approach to addressing the world’s grand challenges based on the philosophical tradition of American pragmatism and the sociological concept of robust action. Grounded in prior empirical organizational research, we identify three robust strategies that organizations can employ in tackling issues such as climate change and poverty alleviation: participatory architecture, multivocal inscriptions and distributed experimentation. We demonstrate how these strategies operate, the manner in which they are linked, the outcomes they generate, and why they are applicable for resolving grand challenges. We conclude by discussing our contributions to research on robust action and grand challenges, as well as some implications for research on stakeholder theory, institutional theory and theories of valuation

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Legitimizing a New Role: Small Wins and Microprocesses of Change

Cited by 386 publications

References 40 publications

Mining the Management Literature for Insights into Implementing Evidence-Based Change in Healthcare

Mining the Management Literature for Insights into Implementing Evidence-Based Change in Healthcare

Establishing a Provincial Patient Safety and Learning System: Pilot Project Results and Lessons Learned

Tackling Grand Challenges Pragmatically: Robust Action Revisited

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