Transitions and Boundaries in the Coordination and Reform of Health Services

Health systems worldwide are grappling with the challenge of coordinating difference in an increasingly complex care environment. In response this book features the latest research on organizational studies in healthcare and explores the relationship between strategic and organic change and what this means for the way we organize health work. Focusing on the complexity of healthcare environments, it discusses the need to cross professional and organizational boundaries. Specifically, this book focuses on the implications for health systems in the way that they continue to balance planning and intervention with organic learning systems. Comprising the best contributions from the 2018 Conference on Organizational Behaviour in Health Care (OBHC), this book is an important resource for healthcare researchers, as well as policy-makers and managers within the industry. Contributors explore the extent to which healthcare is codified through empirical analysis of practical interventions and conceptual debate.

Focuses on the complexity of healthcare environments, in terms of the need to cross professional and organizational boundaries Includes best contributions from the most recent conference on Organizational Behaviour in Healthcare (OBHC) Draws on empirical data taken from numerous interviews with healthcare professionals

Auteur
Peter Nugus is a sociologist and ethnographer, Assistant Professor in the Department of Family Medicine, and Research Scientist in the Centre for Medical Education, at McGill University, Montreal, Canada.
Charo Rodriguez is a Full Professor in the Department of Family Medicine, and Director of the Family Medicine Educational Research (FMER) Group, at McGill University, Montreal, Canada.
Jean-Louis Denis is a Full Professor, and Canada Research Chair in the Design and Adaptation of Health Systems in the Department of Public Health at the University of Montreal, Montreal, Canada.

Denis Chênevert is a Full Professor in the Department of Human Resources Management, and Director of the Healthcare Management Hub (Pôle Santé), at HEC-Montréal, Montreal, Canada.

Contenu
Introduction; Peter Nugus, Charo Rodriguez, Jean-Louis Denis and Denis Chênevert.- Part I. Coordinating Care across Organizational and Sectoral Boundaries.- 1. Implementing the New Care Models in the NHS: Reconfiguring the Multilevel Nature of Context to Make it Happen; Gregory Maniatopoulos, David J. Hunter, Jonathan Erskine and Bob Hudson.- 2. Coordinating Compassionate Care across Nursing Teams: The Implementation Journey of a Planned Intervention; Jackie Bridges, Jane Frankland, Peter Griffiths, Paula Libberton and Carl May.- 3. Driving Change across Boundaries: Eliminating Crusted Scabies in Northern Territory, Australia; Helen Dickinson, Karen Gardner, Michelle Dowden, Naomi van der Linden.- 4. Bridging the Safety Net: A Case Study of How the MAP Clinics use Collaboration to Meet the Needs of Vulnerable Patients; Debora Goetz Goldberg and Akhilesh Mohan.- Part II. Reaching across Ideological, Learning and Practice Boundaries.- 5. Making Sense of System Boundaries:Critical Realism and Health Care Policy Design; Antoine Malone.- 6. Governmentality as a Relevant Idea for the Study of Healthcare Networks: A Scoping Review; Jean-Sebastien Marchand, Dominique Tremblay and Jean-Louis Denis.- 7. Public Health Policy to Tackle Social Health Inequalities: A Balancing Act between Competing Institutional Logics; Gro Kvåle, Charlotte Kiland and Dag Olaf Torjesen.- 8. Beyond Hybridity in Organized Professionalism: A Case Study of Medical Curriculum Change; Simon Moralee and Simon Bailey.- 9. Scoping the Contribution of Middle Managers to the Strategic Change Process in Healthcare Organizations; Jennifer Gutberg, Whitney Berta, Tyrone A. Perreira and Ross Baker.- Part III. Leadership as Boundary-spanning between Strategy, Identity, Knowledge and Change.- 10. Tempered Tenacity: The Leadership Required to Work across Boundaries; Liz Wiggins.- 11. The Chain of Codified Knowledge: Organizational Enactment of Evidence-based Healthcare in Four High-income Countries; Roman Kislov, Paul Wilson, Greta Cummings, Anna Ehrenberg, Wendy Gifford, Janet Kelly, Aliso Kitson, Lena Petterson, Lars Wallin and Gill Harvey.- Part IV. Enacting Boundary Capabilities. 12. A Qualitative Exploration of Sustainability Processes for Improvement: The Role of Structured Sustainability Tools; Laura Lennox, Catherine French and Julie Reed.- 13. The Means, Not the End: Stakeholder Views of Toolkits Developed from Healthcare Research; Charlotte A. Sharp, William G. Dixon, Ruth Boaden and Caroline Sanders.- 14. Building Transformative Capacities by Expanding the Academic Mission across the Care Continuum: A Realist Evaluation; Élizabeth Côté-Boileau, Marie-Andrée Paquette and Jean-Louis Denis.- 15. Developing Pragmatic Boundary Capabilities: A Micro Level Study of Boundary Objects in Quality Improvement; Catherine French.- 16. Conclusion; Peter Nugus, Charo Rodriguez, Jean-Louis Denis and Denis Chênevert.