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Journal articles on the topic 'Organisational Policy'
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1
Nwanzu, Chiyem Lucky, and Sunday Samson Babalola. "Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem." Sustainability 11, no. 12 (June 22, 2019): 3440. http://dx.doi.org/10.3390/su11123440.
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This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisation-based self-esteem mediate the relationship. It was recommended that privately-owned organisations intensively implement sustainable organisational practices for organisational effectiveness, organisational identification and organisation-based self-esteem.
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Sheaff, Rod, Joyce Halliday, Mark Exworthy, Alex Gibson, Pauline W. Allen, Jonathan Clark, Sheena Asthana, and Russell Mannion. "Repositioning the boundaries between public and private healthcare providers in the English NHS." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 776–90. http://dx.doi.org/10.1108/jhom-12-2018-0355.
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Purpose Neo-liberal “reform” has in many countries shifted services across the boundary between the public and private sector. This policy re-opens the question of what structural and managerial differences, if any, differences of ownership make to healthcare providers. The purpose of this paper is to examine the connections between ownership, organisational structure and managerial regime within an elaboration of Donabedian’s reasoning about organisational structures. Using new data from England, it considers: how do the internal managerial regimes of differently owned healthcare providers differ, or not? In what respects did any such differences arise from differences in ownership or for other reasons? Design/methodology/approach An observational systematic qualitative comparison of differently owned providers was the strongest feasible research design. The authors systematically compared a maximum variety (by ownership) sample of community health services; out-of-hours primary care; and hospital planned orthopaedics and ophthalmology providers (n=12 cases). The framework of comparison was the ownership theory mentioned above. Findings The connection between ownership (on the one hand) and organisation structures and managerial regimes (on the other) differed at different organisational levels. Top-level governance structures diverged by organisational ownership and objectives among the case-study organisations. All the case-study organisations irrespective of ownership had hierarchical, bureaucratic structures and managerial regimes for coordinating everyday service production, but to differing extents. In doctor-owned organisations, the doctors’, but not other occupations’, work was controlled and coordinated in a more-or-less democratic, self-governing ways. Research limitations/implications This study was empirically limited to just one sector in one country, although within that sector the case-study organisations were typical of their kinds. It focussed on formal structures, omitting to varying extents other technologies of power and the differences in care processes and patient experiences within differently owned organisations. Practical implications Type of ownership does appear, overall, to make a difference to at least some important aspects of an organisation’s governance structures and managerial regime. For the broader field of health organisational research, these findings highlight the importance of the owners’ agency in explaining organisational change. The findings also call into question the practice of copying managerial techniques (and “fads”) across the public–private boundary. Originality/value Ownership does make important differences to healthcare providers’ top-level governance structures and accountabilities and to work coordination activity, but with different patterns at different organisational levels. These findings have implications for understanding the legitimacy, governance and accountability of healthcare organisations, the distribution and use power within them, and system-wide policy interventions, for instance to improve care coordination and for the correspondingly required foci of healthcare organisational research.
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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.
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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
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Colbran, Richard, Robyn Ramsden, Karen Stagnitti, and Samantha Adams. "Measures to assess the performance of an Australian non-government charitable non-acute health service: A Delphi Survey of Organisational Stakeholders." Health Services Management Research 31, no. 1 (August 17, 2017): 11–20. http://dx.doi.org/10.1177/0951484817725681.
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Organisation performance measurement is relevant for non-profit charitable organisations as they strive for security in an increasingly competitive funding environment. This study aimed to identify the priority measures and indicators of organisational performance of an Australian non-government charitable organisation that delivers non-acute health services. Seventy-seven and 59 participants across nine stakeholder groups responded to a two-staged Delphi technique study of a case study organisation. The stage one questionnaire was developed using information garnered through a detailed review of literature. Data from the first round were aggregated and analysed for the stage two survey. The final data represented a group consensus. Quality of care was ranked the most important of six organisational performance measures. Service user satisfaction was ranked second followed by financial performance, internal processes, employee learning and growth and community engagement. Thirteen priority indicators were determined across the six measures. Consensus was reached on the priority organisational performance measures and indicators. Stakeholders of the case study organisation value evidence-based practice, technical strength of services and service user satisfaction over more commercially orientated indicators.
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Štrukelj, Tjaša, Jelena Nikolić, Dejana Zlatanović, and Simona Sternad Zabukovšek. "A Strategic Model for Sustainable Business Policy Development." Sustainability 12, no. 2 (January 10, 2020): 526. http://dx.doi.org/10.3390/su12020526.
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Growing importance of sustainable development, corporate social responsibility and business ethics requires various types of contemporary organisations innovation. This research assesses the problem related to business policy innovation (BPI), which represents organisational governance determination. The main purpose of the paper is to qualitatively and quantitatively present a new, requisitely holistic strategic model of the soft factors influencing BPI, which interdependently incorporates changes in organisational values, culture and business ethics, as well as stakeholders’ interests reconciliation, thus determine soft possibilities for more sustainable business policy, management and practice. While the relevance of these factors for business policy is in the literature widely recognized, there is a small amount of empirical research on their influence on BPI. To mitigate this research gap, advanced structural equation modelling (SEM) based partial least squares (PLS) method was used for analysing data of 734 organisations in Slovenia, the EU state. The research results show that researched soft factors organisational values, culture and stakeholders’ interests reconciliation statistically confirmed influence BPI. Thus, these recognitions can be used as the basis for strategic managerial decision making towards social responsibility and sustainability of an organisation. Reasons why it has not been statistically confirmed that business ethics influence BPI needs to be investigated in future research.
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Eljiz, Kathy, David Greenfield, John Molineux, and Terry Sloan. "How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”." Journal of Health Organization and Management 32, no. 1 (March 19, 2018): 135–43. http://dx.doi.org/10.1108/jhom-09-2017-0244.
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Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the “deep smarts” model, the purpose of this paper is to examine these issues. Design/methodology/approach The “deep smarts” model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service providers. In the space of overlapping organisational boundaries, there is a need for “deep smarts” people who act as “boundary spanners”. These are critical integrative, networking roles employing clinical, organisational and people skills across multiple settings. Research limitations/implications Studies evaluating the barriers and enablers to the application of the deep smarts model and 13 knowledge development strategies proposed are required. Such future research will empirically and contemporary ground our understanding of organisational development in modern complex healthcare settings. Practical implications An organisation with “deep smarts” people – in managerial, auxiliary and clinical positions – has a greater capacity for integration and achieving improved patient-centred care. Originality/value In total, 13 developmental strategies, to transfer individual capabilities into organisational capability, are proposed. These strategies are applicable to different contexts and challenges faced by individuals and teams in complex healthcare organisations.
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Dar, Sadhvi. "Negotiating Autonomy." Journal of Health Management 9, no. 2 (May 2007): 161–88. http://dx.doi.org/10.1177/097206340700900202.
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This article is a contribution to the under-researched but growing literature relating organisational theory to non-governmental organisations (NGOs). Many developmental academics and practitioners have highlighted the imposition of Northern ideas and values on Southern NGOs as inherently colonial, patronising and leading to minimal grassroots autonomy (Crush 1995; Escobar 1995; Ferguson 2003[1990]; Hobart 1993). While acknowledging this, the present article analyses the diffusion of Northern managerialism on Southern ways of working with special reference to how Southern NGOs are pressured to exude a cohesive, uniform and positive organisational identity in order to work in partnership with their donors. In doing so, the analysis points to the concept of organisational identity itself being a construct of Northern ideas of management and, therefore, not applicable universally. It is suggested that fissures and resistances created by this double construction are played out in development project reports. It is in reports that an organisational narrative is created and an image is portrayed of the organisation: setting up a textual space where organisational identity is legitimated and used for negotiating autonomy in relation to donors.
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Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
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FRIESENDORF, CORNELIUS. "Police assistance as foreign policy: Explaining donor practices." Review of International Studies 42, no. 2 (September 21, 2015): 377–400. http://dx.doi.org/10.1017/s0260210515000297.
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AbstractPolice assistance is an important, albeit understudied aspect of foreign policy. While many scholars have studied international and transnational policing, it remains largely unknown why donor police forces often support their colleagues in fragile states in different ways. This article discusses a variety of potential explanations of police assistance: a domestic rational actor model; a constructivist focus on international norms; and theories on the use of force by democracies. While all of these explanations are relevant, this article shows that they remain incomplete without studying police organisations and how these implement assistance on the ground. As the organisational cultures of donor police agencies differ, so do their assistance practices. The case of German and Italian police assistance in Afghanistan illustrates the relevance of an organisational approach: despite operating in the same environment, German police officers promoted civilian and Italian Carabinieri militarised policing. The article stresses that explaining security assistance, an important form of indirect intervention in fragile states, requires zooming in on policy implementation and policy implementers.
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Gurney, Robert. "Constructing professional and organisational fields." Leadership in Health Services 29, no. 1 (February 1, 2016): 111–14. http://dx.doi.org/10.1108/lhs-11-2015-0037.
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Purpose – The purpose of this paper is to fill an apparent gap in the literature addressing issues of leadership and change – the development and activities of constructing and leading sports sciences and medicine professions, and similarly, the construction and leadership of multidisciplinary/inter-disciplinary organisations that practice sports sciences and medicine. Design/methodology/approach – This study incorporated explorations through conducting both interviews and survey questionnaires with members of Sports Medicine Australia (SMA). The interviews (qualitative) were semi-structured and asked questions addressing what changed, why change and how change was implemented. Findings – The health sciences and medicine professions moving to specialised sports sciences and medicine disciplines and SMA, evolved through forces driving the need for change (legitimacy, resource dependency, positioning and core competencies). Practical implications – The knowledge developed from understanding activities of change that traditional professions conducted to become specialised Disciplines and parallel changes in a single Discipline organisation evolving to an umbrella organisation (SMA), comprised a membership of specialised Disciplines, can act as a catalyst for inquiry by other professional and organisational groups. Originality/value – The findings of this study contributes to the literature investigating change in professional and organisations fields. More specifically, this study promotes inquiry into leadership practices of sports sciences and medicine, as contributors to the field of health services.
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Boateng, Francis D., and Guangzhen Wu. "Perception of police officer effectiveness in China: Does organisational support matter?" Police Journal: Theory, Practice and Principles 93, no. 3 (July 21, 2019): 229–47. http://dx.doi.org/10.1177/0032258x19862015.
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The primary objective of this study is to examine the influence of officers’ perceptions of organisational support on their perceived effectiveness in China. The study also examined demographic differences in how Chinese police officers perceived the support they receive from the police organisation. To achieve these objectives, the present study surveyed and analysed data obtained from 271 officers who were conveniently selected from one of the two major national police universities in China. Findings from the analysis revealed that officers’ perception of organisational support and their effectiveness were unrelated. However, findings indicated significant demographic differences in perceived organisational support. Officers’ rank, department and the location of their agencies predicted perceptions of organisation support. Policy implications of the study findings are discussed.
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Bolsin, Stephen, Jenny Carter, Aileen Kitson, Donna Walter, and Stephen Roberts. "Clinical engagement: a new concept or common sense all round?" Australian Health Review 43, no. 4 (2019): 392. http://dx.doi.org/10.1071/ah18010.
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Clinical engagement has supplemented clinical governance in healthcare to strengthen the contribution of medical professionals to the assessment of clinical outcomes for patients. Assessments of clinical engagement have, until now, been qualitative; this case study introduces the concept of quantitative assessment of clinical engagement by measuring the number of patients managed according to specialist society guidelines. Such an assessment engages all staff (medical, nursing, allied health and pharmacy) involved in patients receiving treatment according to such guidelines and provides an assessment of individual and organisational compliance with those guidelines. Clinical engagement is then quantified as the percentage of patients that have been documented to receive specialist society- or college-approved guideline-compliant treatment, relative to the total number who could receive such treatment, in any healthcare organisation. What is known about the topic? Clinical engagement has emerged in recent years as a virtue to be encouraged in healthcare organisations because of its association with improved patient outcomes and employee satisfaction. Assessments have relied on repeated staff surveys in order to gauge engagement. What does this paper add? This paper proposes a novel means of measuring clinical engagement in an organisational setting. The vision put forward is that adherence to clinical guidelines in an organisation measures clinician engagement across professional disciplines. What are the implications for practitioners? The implications are that organisations will contribute to measuring the adherence of specialty groups of clinicians to guidelines that the clinicians select and use the data for individual and organisational accreditation.
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Ladner, Jane. "Policy implementation in the public sector." Journal of Organizational Ethnography 5, no. 3 (October 10, 2016): 317–32. http://dx.doi.org/10.1108/joe-07-2016-0014.
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Purpose The purpose of this paper is to compare the plausibility and criticality of two methods of evaluating the implementation of a new government policy within a public service organisation, and to examine the power relations revealed in each evaluation and the social realities of the membership. Design/methodology/approach Two contrasting approaches to research, based on different theoretical perspectives, were undertaken simultaneously to provide a critical account of an organisation, and its membership, undergoing an externally imposed transformation to improve child protection procedures. The first involved the use of mainly quantitative methods in the form of government sponsored social surveys. Data were triangulated with organisational inspection outcomes. The second method comprised a critical ethnographic evaluation undertaken through discourse analysis in the organisation. Findings Bottom-up agency rather than top-down structural change is the main influence on policy implementation in child protection. Critical discourse analysis provides a more plausible and credible analysis of the dynamics of organisational change and power relations than surveys. Originality/value This research poses new questions over the value of quantitative surveys as opposed to ethnographic methodologies in representing organisational practices.
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Aitken, Kim, and Kathryn von Treuer. "Organisational and leadership competencies for successful service integration." Leadership in Health Services 27, no. 2 (April 28, 2014): 150–80. http://dx.doi.org/10.1108/lhs-08-2012-0028.
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Purpose – The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform. Design/methodology/approach – The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the key determinants of successful service integration at both organisational and leadership levels. Findings – The literature reviews revealed little existing research specifically focused on the organisational and leadership competencies that underpin successful service integration. The themes from the literature reviews and semi-structured interviews informed the preliminary organisational and leadership competency frameworks. Both frameworks are outlined in the paper. Key determinants of successful service integration – at both an organisational and individual leadership level – are also presented. Research limitations/implications – This is a one-organisation case study and the competency frameworks presented are preliminary. However, the study findings provide a foundation for further research focusing on the longer-term success of service integration. Originality/value – Service integration in health is a new and emerging area, and there is little extant research exploring the organisational and leadership competencies underpinning its success. The competency frameworks presented in the paper may be of interest to other consortia and organisations engaged in service integration and other forms of merger and collaboration.
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Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.
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Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the nature of social interactions within the organisation. In this way, quality improvement programs can impact on organisational culture, particularly in relation to organisational learning. Thus, this paper argues that successful engagement with a quality improvement program can enhance organisational learning, and, in turn, build organisational capacity.
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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.
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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
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Boudioni, Markella, Susan McLaren, and Graham Lister. "Patient empowerment: Its implementation and systems within hospitals in England and Greece." Health Services Management Research 31, no. 4 (January 29, 2018): 180–94. http://dx.doi.org/10.1177/0951484817752628.
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Introduction International health policies recognise patient empowerment, resulting in diverse empowerment models and systems. Research on organisational systems for implementing patient empowerment between countries or from organisational stakeholders’ perspective, however, is limited. Aims and methodology: This paper explores and compares organisational systems and structures for patient empowerment implementation in six acute public hospitals in England and Greece (three in each country), their cross-case and cross-national similarities and differences. It uses a comparative, qualitative, explanatory embedded case study design. Semi-structured interviews with a representative sample of stakeholders (n = 33) and documentary sources (n = 79) were analysed with framework. Results Two main patient empowerment themes were identified: (1) organisational leadership, systems, structures; (2) operational structures, services, mechanisms and activities. Generic organisational systems and structures for patient empowerment varied across-cases, but with common organisation of empowerment roles in England and common leadership in Greece. Operational structures, services and mechanisms supporting empowerment varied across-cases and cross-nationally, but with similarities in the main services. Conclusion Implementation of patient empowerment was weaker in Greece than in England, attributable to differing approaches to strategic and operational leadership, limited development of strategies and influential organisational structures. Overall, patient empowerment is well-embedded in organisations with a highly visible patient empowerment profile; commitment to policies and strategy implementation at different levels; strategic and operational leadership investing in dedicated roles with clear authority for patient empowerment, influential empowerment structures and mechanisms.
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England, Ian, Don Stewart, and Sue Walker. "Information technology adoption in health care: when organisations and technology collide." Australian Health Review 23, no. 3 (2000): 176. http://dx.doi.org/10.1071/ah000176.
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The implementation of advanced information systems is enabling great social and organisational changes. However,health care has been one of the slowest sectors to adopt and implement information technology (IT). This paperinvestigates why this is so, reviewing innovation diffusion theory and its application to both health organisations andinformation technology. Innovation diffusion theory identifies variables that influence the 'innovativeness' oforganisations and the rate at which a technology diffuses. When analysed, these variables show why ITimplementation has progressed at a slower rate in health compared with other industry sectors. The complexity ofhealth organisations and their fragmented internal structure constrain their ability to adopt organisation wide IT.This is further impacted upon by the relative immaturity of strategic health IT which is complicated and unable toshow quantifiable benefits. Both organisational and technological factors lead to the slow adoption of strategic IT. Onthe other hand, localised IT solutions and those providing measurable cost reductions have diffused well.
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Rödder, Simone. "Organisation matters: towards an organisational sociology of science communication." Journal of Communication Management 24, no. 3 (March 12, 2020): 169–88. http://dx.doi.org/10.1108/jcom-06-2019-0093.
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PurposeThis paper looks at science communication through an organisational lens with the aim of assessing the relevance of different organisational forms for science communication.Design/methodology/approachThe paper explores science communication in different organisational forms. Based on conceptual considerations and by reviewing existing empirical literature, the paper selects and compares three organisational forms of science communication: the editorial office of a daily newspaper, the press office of a university and the Science Media Centre.FindingsThe paper shows the relevance of organisation for science communication by comparing three organisational forms. The first two, the science news desk and the press office, have the character of a sub-system of an organisation, while the third, the Science Media Centre, forms its own organisation. The paper shows how the respective set-up shapes science-media contacts with a focus on the occurrence and resolution of conflicts.Research limitations/implicationsThe paper proposes a conceptual framework for studying science communication through an organisational lens but leaves comparative empirical studies of all types to future research. Yet, it outlines and compares implications of the formal organisation of science communication from a conceptual point of view.Practical implicationsThe findings provide information on the structural impact of different organisational forms on science communication and point to where conflicting expectations, and thus potential conflicts, are most likely to occur in each case. A reflection of structurally conflicting expectations and how they can be overcome in specific situations is of high practical value for all science communication activities.Originality/valueOrganisational theorists have long argued that organisations are the key to understanding society. Despite their undoubted relevance, however, organisations and their influence on science communication have so far been much less analysed – both conceptually and empirically – than its contents, its practices and its impacts on public understanding, public policy, and on science and scientists. The paper contributes to the emerging field with conceptual considerations towards an organisational sociology of science communication.
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Murphy, Peter, Paresh Wankhade, and Katarzyna Lakoma. "The strategic and operational landscape of emergency services in the UK." International Journal of Emergency Services 9, no. 1 (August 26, 2019): 69–88. http://dx.doi.org/10.1108/ijes-12-2018-0062.
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Purpose The organisational and service delivery landscape of the emergency services in the UK has been rapidly changing and is facing further change in the foreseeable future. The purpose of this paper is to examine recent and ongoing organisational changes in the policy development, service delivery and regulatory landscape of the emergency services, in order to capture the overall picture and potential opportunities for improvement or further investigation. Design/methodology/approach This general review utilises the characteristics of the three domains of a national framework, namely, policy development, service delivery and public assurance, and uses these characteristics as lenses to examine the three main blue light emergency services of police, fire and ambulances. Findings What emerges in the organisational landscape and conceptual maps for the police and even more so for the Fire and Rescue Service, is the immaturity of many of the organisations in the policy and the public assurance domains while the service delivery organisations have remained relatively stable. In the relatively neglected ambulance services, we find the NHS’s recent Ambulance Response Programme has considerable potential to improve parts of all three domains. Research limitations/implications The review is limited to the UK and primarily focussed on England. Practical implications The review identifies opportunities for improvement, potential improvement and further research. Originality/value Although the National Audit Office has attempted in the past to provide organisational landscape reviews of individual emergency services, this contemporary comparative review of all three services using a common model is unique. It provides considerable new insights for policy makers, service delivers and regulators.
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Bloor, Geoffrey. "Organisational culture, organisational learning and total quality management: A literature review and synthesis." Australian Health Review 22, no. 3 (1999): 162. http://dx.doi.org/10.1071/ah990162.
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As health services face increasing pressure to meet the expectations of different stakeholders,they must continuously improve and learn from their experience. Many fail in attempts at continuous improvement programs because managers have not understood the complexity of making changes in organisations with multiple subcultures and interests. This article examines the related concepts of organisational culture, organisational learning and total quality management and shows how a synthesis of this knowledge can assist in develop ingcontinuous organisational learning and improvement.
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Edmonstone, John Duncan. "Organisational learning." Leadership in Health Services 31, no. 4 (October 1, 2018): 434–40. http://dx.doi.org/10.1108/lhs-08-2017-0050.
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Purpose The understanding of “organisations” has changed fundamentally from seeing them as concrete entities to viewing them as communities of meaning. Mature adults in healthcare learn best when addressing pressing problems in company of their peers. Healthcare is unlike other sectors because of the emotional labour which is part of the experience of clinical staff. Absorptive capacity offers a conceptual model for viewing organisational learning and the encouragement of systemic eloquence can be enabled through a variety of approaches, provided they are designed and delivered as part of a well-thought-through approach to developing local absorptive capacity. Design/methodology/approach This is a viewpoint paper. Findings Healthcare differs from other sectors. Organisational learning can be enabled by a range of approaches, but these need to be sensitive to local circumstances. Originality/value The paper asserts that healthcare is unlike other sectors because of emotional labour on the part of clinical staff. It maintains that organisations are communities of meaning, rather than concrete entities. Systemic eloquence can be enhanced by the concept of absorptive capacity, applied in local contexts.
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Burdett, F. J., and M. G. Bradford. "An Organisational Approach to Analysis of Policy Innovation by Local Authorities in Britain: The Importance of the Concepts of Scrutiny, Conflict, and Centralisation." Environment and Planning C: Government and Policy 6, no. 2 (June 1988): 159–72. http://dx.doi.org/10.1068/c060159.
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In this paper an organisational approach is used to study the timing, duration, and outcome of the policymaking on public provision of local authorities. The organisation is considered as an intervening analytical level that bridges the gap between the effect of individual actors and that of the structure of society on the geography of public provision. Drawing on the literature of organisation theory, we analyse the effects of processes within organisations to help explain variation in public provision between authorities. The separate and combined effects of three major organisational concepts are examined: Scrutiny, conflict, and centralisation. These concepts are applied to policy innovation in four English local authorities, and specifically to their policies for the adoption of new technology in schools. Although the separate effects of the concepts help our understanding, it is their interaction which makes a significant contribution to the explanation of the timing and duration of policy innovation, as well as explaining the policy outcome, which was the aim of most previous work. Further understanding is gained when these concepts are set within the context of the overall structure and behaviour of the organisation.
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McEwan, Alexandra B., Komla Tsey, Janya McCalman, and Helen J. Travers. "Empowerment and change management in Aboriginal organisations: a case study." Australian Health Review 34, no. 3 (2010): 360. http://dx.doi.org/10.1071/ah08696.
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The social organisation of work, management styles and social relationships in the workplace all matter for health. It is now well recognised that people who have control over their work have better health and that stress in the workplace increases the level of disease. In the context of organisational change, the potential benefits of empowerment strategies are two-fold: a positive impact on the organisation’s effectiveness and enhancements in staff health, wellbeing and sense of control. This case study describes the University of Queensland Empowerment Research Program’s experience working with the Apunipima Cape York Health Council in a change management process. Participatory action research and empowerment strategies were utilised to facilitate shifts in work culture and group cohesion towards achieving Apunipima’s vision of being an effective lead agency for Indigenous health reform in Cape York. As part of the project, staff morale and confidence were monitored using a pictorial tool, Change Curve, which outlined the phases of organisational change. The project findings indicated that organisational change did not follow a clear linear trajectory. In some ways the dynamics mapped over a period of 18 months mirror the type of struggles individuals commonly encounter as a part of personal growth and development. In this case, one of the factors which influenced the program’s success was the willingness of executive employees to actively support and participate in the change management process. What is known about the topic? The pivotal role of community controlled organisations in the development of community based services and policy issues affecting Aboriginal and Torres Strait Islander Australians is well recognised. The presence and activities of these organisations reflects and contributes to community empowerment and self determination. Although it is possible to observe the effects of these organisations in communities, less attention has been given to empowerment as a concept to be utilised internally and as a resource to support wellbeing in the workplace. What does this paper add?In Australia, empowerment strategies are now accepted as an effective approach to health promotion and community development initiatives. This paper adds to this body of knowledge by considering the concept within the context of organisations in which an Indigenous worldview forms the foundation for action. What are the implications for practitioners?This article provides some preliminary insights into the how the concept of empowerment might be instigated in community controlled organisations. It also identifies some of the likely challenges and methodological issues to be considered in designing change management strategies in this context.
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Rashford, Nicholas S., and David Coghlan. "Integrating Organisational Behaviour and Business Policy through Organisational Levels." Leadership & Organization Development Journal 10, no. 1 (January 1989): 3–8. http://dx.doi.org/10.1108/eum0000000001129.
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Wiseman, Ndlovu, H. Ngirande, TS Setati, JJ Zaaiman, and MP Rachidi. "An Investigation On The Dominant And Preferred Organisational Culture Construct At A Selected Higher Education Institution In South Africa." Review of Social Sciences 1, no. 6 (June 29, 2016): 01. http://dx.doi.org/10.18533/rss.v1i6.38.
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<p>The aim of the study was to investigate the dominant and preferred organisational culture at a higher education institution in South Africa and how organisational culture influences the organisational behaviour. The study employed a quantitative research design and 30 employees were randomly selected from two groups of non-academic and academic staff members of a selected school at the institution. A structured questionnaire was utilised to solicit information regarding the dominant and preferred organisational culture at the institution from the participants. The Statistical Package of Social Sciences (SPSS) version 2013 was used to determine the preferred and existing culture through mean scores. The results revealed that a role culture was dominant in the institution whilst employees preferred a support culture. The study further revealed that organisational culture has a significant impact on numerous organisational processes, employees as well as organisational performance. In addition, the results showed that if employees have shared norms and are supported by the organisation, they can increase their performance towards achieving overall organisational goals. Thus, from the findings, the study recommends policy makers and decision makers in organisations to adopt support culture through providing support to their employees to achieve both personal and organisational goals. </p>
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Rodwell, John, and Andre Gulyas. "Psychological contract breach among allied health professionals." Journal of Health Organization and Management 29, no. 3 (May 18, 2015): 393–412. http://dx.doi.org/10.1108/jhom-05-2013-0107.
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Purpose – Allied health professionals are vital for effective healthcare yet there are continuing shortages of these employees. Building on work with other healthcare professionals, the purpose of this paper is to investigate the influence of psychological contract (PC) breach and types of organisational justice on variables important to retention among allied health professionals: mental health and organisational commitment. The potential effects of justice on the negative outcomes of breach were examined. Design/methodology/approach – Multiple regressions analysed data from 113 allied health professionals working in a medium-large Australian healthcare organisation. Findings – The main negative impacts on respondents’ mental health and commitment were from high PC breach, low procedural and distributive justice and less respectful treatment from organisational representatives. The interaction between procedural justice and breach illustrates that breach may be forgivable if processes are fair. Surprisingly, a betrayal or “aggravated breach effect” may occur after a breach when interpersonal justice is high. Further, negative affectivity was negatively related to respondents’ mental health (affective outcomes) but not commitment (work-related attitude). Practical implications – Healthcare organisations should ensure the fairness of decisions and avoid breaking promises within their control. If promises cannot reasonably be kept, transparency of processes behind the breach may allow allied health professionals to understand that the organisation did not purposefully fail to fulfil expectations. Originality/value – This study offers insights into how breach and four types of justice interact to influence employee mental health and work attitudes among allied health professionals.
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Viitala, Riitta. "Leadership in transformation: a longitudinal study in a nursing organization." Journal of Health Organization and Management 28, no. 5 (September 9, 2014): 602–18. http://dx.doi.org/10.1108/jhom-02-2014-0032.
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Purpose – Not only does leadership produce changes, but those changes produce leadership in organisations. The purpose of this paper is to present a theoretical and empirical analysis of the transformation of leadership at two different historical points in a health care organisation. It leans on the perspective of social constructionism, drawing especially from the ideas of Berger and Luckmann (1966). The paper seeks to improve understanding of how leaders themselves construct leadership in relation to organisational change. Design/methodology/approach – The empirical material was gathered in a longitudinal case study in a nursing organisation in two different historical and situational points. It consists of written narratives produced by nurse leaders that are analysed by applying discourse analysis. Findings – The empirical study revealed that the constructions of leadership were dramatically different at the two different historical and situational points. Leadership showed up as a complex, fragile and changing phenomenon, which fluctuates along with the other organisational changes. The results signal the importance of agency in leadership and the central role of “significant others”. Originality/value – The paper questions the traditional categorisation and labelling of leadership as well as the cross-sectional studies in understanding leadership transformation. Its originality relates to the longitudinal perspective on transformation of leadership in the context of a health care organisation.
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Hanson, Kara, Edwine Barasa, Ayako Honda, Warisa Panichkriangkrai, and Walaiporn Patcharanarumol. "Strategic Purchasing: The Neglected Health Financing Function for Pursuing Universal Health Coverage in Lowand Middle-Income Countries Comment on "What’s Needed to Develop Strategic Purchasing in Healthcare? Policy Lessons from a Realist Review"." International Journal of Health Policy and Management 8, no. 8 (May 29, 2019): 501–4. http://dx.doi.org/10.15171/ijhpm.2019.34.
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Sanderson et al’s realist review of strategic purchasing identifies insights from two strands of theory: the economics of organisation and inter-organisational relationships. Our findings from a programme of research conducted by the RESYST (Resilient and Responsive Health Systems) consortium in seven countries echo these results, and add to them the crucial area of organisational capacity to implement complex reforms. We identify key areas for policy development. These are the need for: (1) a policy design with clearly delineated responsibilities; (2) a task network of organisations to engage in the broad set of functions needed; (3) more effective means of engaging with populations; (4) a range of technical and management capacities; and (5) an awareness of the multiple agency relationships that are created by the broader financing environment and the provider incentives generated by multiple financing flows.
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Dunk, Alan S., and Saeed J. Roohani. "Technology Policy, Task Uncertainty and Organisational Performance." Journal of Management & Organization 4, no. 1 (January 1998): 1–13. http://dx.doi.org/10.1017/s1833367200005770.
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AbstractFactors influencing organisational performance have attracted attention, both in the literature and in practice, as a means of responding to increasing market competition. One factor that may enhance performance is a technology policy and a number of organisations have implemented such policies. Technology policy proponents argue that a society's capacity for sustained technological innovation is crucial to its economic well being. The primary purpose of the present paper is to investigate the extent to which organisational performance is influenced by the use of a technology policy. Since the literature suggests that task difficulty and task variability may influence this relationship, the paper also examines these relationships. The results suggest there is an association between technology policy and performance and that this relation is influenced by task difficulty, but not task variability. The relationship between technology policy and performance seems to greater when task difficulty is high than it is when task difficulty is low.
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Dunk, Alan S., and Saeed J. Roohani. "Technology Policy, Task Uncertainty and Organisational Performance." Journal of the Australian and New Zealand Academy of Management 4, no. 1 (January 1998): 1–13. http://dx.doi.org/10.5172/jmo.1998.4.1.1.
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AbstractFactors influencing organisational performance have attracted attention, both in the literature and in practice, as a means of responding to increasing market competition. One factor that may enhance performance is a technology policy and a number of organisations have implemented such policies. Technology policy proponents argue that a society's capacity for sustained technological innovation is crucial to its economic well being. The primary purpose of the present paper is to investigate the extent to which organisational performance is influenced by the use of a technology policy. Since the literature suggests that task difficulty and task variability may influence this relationship, the paper also examines these relationships. The results suggest there is an association between technology policy and performance and that this relation is influenced by task difficulty, but not task variability. The relationship between technology policy and performance seems to greater when task difficulty is high than it is when task difficulty is low.
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Schultz, Tim, Jodie Shoobridge, Gill Harvey, Libby Carter, and Alison Kitson. "Building capacity for change: evaluation of an organisation-wide leadership development program." Australian Health Review 43, no. 3 (2019): 335. http://dx.doi.org/10.1071/ah17158.
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Objective This study evaluated Leading 4 Change, a change leadership development program designed to support healthcare middle managers through a period of significant organisational change and enhance workplace resilience. Methods A mixed methods evaluation was conducted within the program’s framework of a quality improvement activity. Quantitative measures were participant responses (n=160) to online questionnaires, which were compared before and after the program, using an uncontrolled pre-post study design. Four questionnaires were used: Resilience @ Work, General Self-Efficacy, the 11-item Learning Organization Survey and organisational climate. Differences between the pre- and post-program periods were compared using linear mixed-effects models, incorporating repeated measures between ‘pre’ and ‘post’ periods. Qualitative data were obtained by interviewing four participants on three occasions during the program, and through text responses provided by participants during a presentation session after the program finished. Both interview data and textual data were subjected to thematic analysis. Results Integration of data from quantitative and qualitative analyses generated three main findings: (1) participants were satisfied and engaged with the program, which met their learning objectives; (2) the program led to increased workplace resilience, in particular the ability to manage stress and self-efficacy for individuals; and (3) organisational learning perceptions were unchanged. Conclusion Although conducted during a period of intense internal and external pressure, Leading 4 Change led to demonstrable effects. It effectively engaged middle managers across a health system. However, there was no evidence that the effect of the program extended beyond individual participants to their perceptions of their work environment as a learning organisation. What is known about the topic? Although much has been written about change management and change leadership within healthcare, the failure to manage the ‘people’ element and engage employees hampers the success of that change. However, how to engage employees and enhance their resilience and self-efficacy (self-belief to proactively manage) during change has been little explored. Further, the concept of a learning organisation has been developed in private, non-healthcare fields and there is little known about it in other areas, such as healthcare, particularly during change. What does this paper add? The paper describes the evaluation of a 16-week change leadership development program (Leading 4 Change) for middle managers of a public health system undergoing significant reform. It assesses how the program engaged employees, and how and to what extent their workplace resilience, self-efficacy and perceptions of their workplace as a learning organisation changed after the program. Based on the present study, individual development of staff does not necessarily translate directly to better staff perceptions of organisational outcomes. What are the implications for practitioners? Despite being clearly engaged with Leading 4 Change, quantitative and qualitative measures suggested mixed effects of the program on participants. Participants’ self-rated workplace resilience, ability to manage stress and self-efficacy increased after the program. However, there was no evidence that the effect of the program improved staff perceptions of their work as a learning organisation. For complex public sector healthcare organisations to become learning organisations, other organisational factors, in addition to staff development and training, require consideration.
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Kozlowska, Olga, Gemma Seda Gombau, and Rustam Rea. "Leadership for integrated care: a case study." Leadership in Health Services 33, no. 2 (February 3, 2020): 125–46. http://dx.doi.org/10.1108/lhs-09-2019-0066.
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Purpose Integration of health services involves multiple interdependent leaders acting at several levels of their organisation and across organisations. This paper aims to explore the complexities of leadership in an integrated care project and aims to understand what leadership arrangements are needed to enable service transformation. Design/methodology/approach This case study analysed system and organisational leadership in a project aiming to integrate primary and specialist care. To explore the former, the national policy documents and guidelines were reviewed. To explore the latter, the official documents from the transformation team meetings and interview data from 17 health-care professionals and commissioners were analysed using thematic analysis with the coding framework derived from the comprehensive and multilevel framework for change (Ferlie and Shortell, 2001). Findings Although integration was supported in the narratives of the system and organisational leaders, there were multiple challenges: insufficient support by the system level leadership for the local leadership, insufficient organisational support for (clinical) leadership within the transformation team and insufficient leadership within the transformation team because of disruptions caused by personnel changes, roles ambiguity, conflicting priorities and insufficient resources. Practical implications This study provides insights into the interdependencies of leadership across multiple levels and proposes steps to maximise the success of complex transformational projects. Originality/value This study’s practical findings are useful for those involved in the bottom-up integrated projects, especially the transformation teams’ members. The case study highlights the need for a toolkit enabling local leaders to operate effectively within the system and organisational leadership contexts.
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Ritchie, David. "Managing the gap: Balancing advances in technology with advances in management practice." Australian Health Review 20, no. 1 (1997): 53. http://dx.doi.org/10.1071/ah970053.
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Expenditure on information systems is widely anticipated to lead to improvedmanagement of health care resources. Despite large investments in hardware andsoftware, these expectations are difficult to realise. Part of the difficulty lies in themanner in which information systems are applied to, rather than integrated within,organisations. This paper considers some of the personal and organisational issues thatneed to be addressed to ?manage the gap? in balancing advances in informationtechnology with advances in management practice. The issues identified are consistentwith the concept of a learning organisation dealing with environmental change.Introduction
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Šćepanović, Vera, and Antonio Martín Artiles. "Dual training in Europe: a policy fad or a policy turn?" Transfer: European Review of Labour and Research 26, no. 1 (February 2020): 15–26. http://dx.doi.org/10.1177/1024258919898317.
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Since the start of the global financial crisis Europe has experienced a new enthusiasm for dual vocational education and training (VET). The EU itself has actively promoted the benefits of dual VET to its members, offering financial and organisational support for the introduction of apprenticeships into the formal educational systems. However, while dual VET is widely considered to be a valuable tool for easing the transition into the labour market for young people, it is also a form of skill formation that requires a lot of coordination not only between the schools and firms that carry out the training, but also among the firms themselves and between employer and employee organisations. In this introduction we argue that whereas the EU has been successful in encouraging establishment of dual VET in all its member countries, its implementation has been very uneven. This is due in part to the pre-existing differences in the underlying organisational structures, but also to the ongoing demographic, technological, and institutional changes – some caused by European integration itself – which weaken firms’ incentives to train.
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Kearns, Dan, Paul McCarthy, and Michael Sheehan. "Organisational Restructuring: Considerations for Workplace Rehabilitation Professionals." Australian Journal of Rehabilitation Counselling 3, no. 1 (1997): 21–29. http://dx.doi.org/10.1017/s1323892200001587.
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Organisational restructuring is a pervasive strategy employed by organisations in Australia in response to changes in market competition and/or policy directives. Such restructuring often involves staff redundancies and increased demands on the remaining employees. This paper identifies important issues for workplace rehabilitation programs in response to this phenomenon of organisational restructuring. The paper notes the impact of organisational restructuring on clients in workplace rehabilitation programs and the types of issues rehabilitation professionals are likely to face at this time. A particular focus is the aspect of managerial behaviour during the process of change and the paper reports from a range of studies on employee well-being, managerial bullying and coercion in the context of organisational restructuring. Considerations for the rehabilitation professional include the need to understand communication issues, identify those at risk, and maintain the natural supports during the change program. Suggestions are given for convenors of workplace rehabilitation programs to actively collaborate with the human resource function of the organisation and disability management is outlined as a useful example of such strategies.
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Beyers, Jan. "Policy Issues, Organisational Format and the Political Strategies of Interest Organisations." West European Politics 31, no. 6 (November 2008): 1188–211. http://dx.doi.org/10.1080/01402380802372654.
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Bhuiyan, Faruk, Kevin Baird, and Rahat Munir. "The association between organisational culture, CSR practices and organisational performance in an emerging economy." Meditari Accountancy Research 28, no. 6 (April 20, 2020): 977–1011. http://dx.doi.org/10.1108/medar-09-2019-0574.
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Purpose This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for people, outcome orientation, team orientation, innovation, attention to detail and stability) on corporate social responsibility (CSR) practices and the subsequent impact of CSR practices on organisational performance from the context of an emerging economy. Design/methodology/approach The study used a survey of middle- and higher-level managers in Bangladeshi organisations to develop a seven-dimensional model of CSR practices and used structural equation modelling to analyse the developed hypotheses. Findings The findings provide evidence of the influence of the six different dimensions of organisational culture on the different dimensions of CSR practices. The findings highlight the diverse impacts (i.e. positive and negative) of CSR practices on organisational performance. The study also highlights the direct influence of organisational culture on both financial and non-financial performance. In particular, the outcome and team orientation culture are positively associated with non-financial and financial performance, respectively, while an innovative culture is negatively associated with both non-financial and financial performance. Practical implications The findings of the study provide practitioners, internal (i.e. the managers and business owners of both the local and multinational organisations) and external policy-makers, and foreign investors in an emerging economy with new insights into the role of an intra-organisational factor (i.e. organisational culture) in influencing the adoption of CSR practices and the subsequent impact of CSR practices on organisational performance. Originality/value Using the 52 guidelines of CSR practices provided by the Organisation for Economic Co-operation and Development, this study provides a unique empirical insight into the influence of organisational culture on CSR practices and the impact of CSR practices on organisational performance. The findings contribute to the limited CSR literature examining the influence of organisational culture on the adoption of CSR practices and its subsequent impact on organisational performance in an emerging economy.
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Delaney, Lori. "The challenges of an integrated governance process in healthcare." Clinical Governance: An International Journal 20, no. 2 (April 7, 2015): 74–81. http://dx.doi.org/10.1108/cgij-02-2015-0005.
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Purpose – Dysfunctional governance processes have contributed to catastrophic healthcare system failures due to discordance between clinical and corporate governance processes. The emergence of an integrated governance approach endeavours to overcome the traditional boundaries between corporate and clinical governance systems, to enhance understanding and transparency in the organisations approach to service provision. The purpose of this paper is to discusses the attributes of an integrated governance approach and its contribution to enhancing service delivery. Design/methodology/approach – The paper provides an overview of the governance approaches and the emergence of integrated governance to improve overall service delivery. Findings – An integrated governance approach erodes the traditional boundaries that exist within the complex healthcare system. This allows for a greater understanding of healthcare strategies and organisational objectives, and the dissemination of these throughout the organisation. Further, enhancing awareness within the clinical setting of the core attributes of the organisation and for the upper echelons of management to have a greater understanding of the clinical issues. Integrated governance acknowledges the contribution of all stakeholders including consumers in safe guarding the delivery of healthcare and its standards. Originality/value – This paper contributes to the discussion and debate regarding governance approaches and how these are situated in enhancing organisational performance.
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Szydło, Joanna, and Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study." Sustainability 12, no. 4 (February 18, 2020): 1522. http://dx.doi.org/10.3390/su12041522.
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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of participants—two of them, type of environment and features of its participants, are the basic ways to organisational culture, by means of which the organisational culture is permeated by artefacts, values and basic assumptions, characteristic of national cultures. This permeation is exemplified by organisations from the same industry, having the same top management but functioning in different cultural environments. The study was conducted with the use of the multiple, exploratory and explanatory case study method. It consisted of three stages: The first stage included literature analyses (analyses of secondary data and legacy data), which aimed to determine the features of two cultures—Polish and Ukrainian. At the second stage, the authors conducted pilot studies among the representatives of the Polish and Ukrainian national culture. At the third stage, the organisational cultures of companies operating in the environment of the Polish and Ukrainian culture were surveyed. The research sample included 590 people. The authors based their studies on the Milton Rokeach Values Scale and an author’s tool, in which Hofstede’s concept of cultural dimensions. The statistical analysis involved the nonparametric Mann–Whitney U test.
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Sheehy, Benedict, and Federica Farneti. "Corporate Social Responsibility, Sustainability, Sustainable Development and Corporate Sustainability: What Is the Difference, and Does It Matter?" Sustainability 13, no. 11 (May 25, 2021): 5965. http://dx.doi.org/10.3390/su13115965.
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The terms “corporate social responsibility” (CSR), “sustainability”, “sustainable development” and “corporate sustainability” (CS) are critical terms for developing, analysing and evaluating public and private policy goals. These terms are used to make decisions about investment, policy development, and strategy creation. The terms emerged in different fields of endeavour at different points in time. Accordingly, they have different meanings; however, over time they have come to be used interchangeably mixing up policy agendas, confusing managers, regulators, activists and the public at large. We demonstrate that CSR is the best term for focusing on individual business organisations, “corporate sustainability” is an organisation level environmental policy, “sustainable development” is a public policy, and “sustainability” is the broadest term encompassing global local and organisational levels.
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Beattie, Alastair, and Birju Bartoli. "Organisational intelligence and successful change in NHS organisations." British Journal of Healthcare Management 26, no. 3 (March 2, 2020): 78–83. http://dx.doi.org/10.12968/bjhc.2019.0060.
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Change or transformation projects within the NHS can range from an extensive organisational change, such as a new clinical model, to altered clinical processes or even the development and implementation of a new IT system. However, it is common for such projects to fail. The authors of this article used both experience and multidisciplinary group reflection to produce a Venn diagram showing the interactions between three ‘intelligences’ – intellectual, emotional and organisational – and why the use of all three together is essential to successful change projects. Organisational intelligence is not easy to define; it is something that successful systems-thinking people ‘just get’ after they have worked in their organisation for a while. This article describes what is meant by this term, provides a checklist which others may find helpful and outlines an example involving the implementation of an electronic system for triage and observations in a large emergency department.
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Guthrie, Lachlan, Casey Furlong, and Saman De Silva. "Capturing different perspectives on integrated urban water management issues." Water Policy 22, no. 2 (March 16, 2020): 252–75. http://dx.doi.org/10.2166/wp.2020.200.
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Abstract Integrated urban water management (IUWM) involves a complex web of organisational interactions. Each organisation has its own priorities and unique perceptions of problems. This study offers two contributions to the research on this topic. First, 14 major issues in IUWM infrastructure planning were determined through industry consultation and a literature review. Second, an industry survey investigated which issues were most important to which organisations, and results show significant differences across organisational types. While there were significant differences between organisational types, the survey found that across the entire sector, most issues were ranked similarly in importance with two clear outliers, collaboration and integration being clearly the most important and post-evaluation the least. If the industry can develop an understanding of these differences in organisational perspectives, it will provide a starting point for better collaboration in integrated water infrastructure planning processes.
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Prætorius, Thim. "Improving care coordination using organisational routines." Journal of Health Organization and Management 30, no. 1 (March 21, 2016): 85–108. http://dx.doi.org/10.1108/jhom-07-2013-0141.
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Purpose – The purpose of this paper is to systematically apply theory of organisational routines to standardised care pathways. The explanatory power of routines is used to address open questions in the care pathway literature about their coordinating and organising role, the way they change and can be replicated, the way they are influenced by the organisation and the way they influence health care professionals. Design/methodology/approach – Theory of routines is systematically applied to care pathways in order to develop theoretically derived propositions. Findings – Care pathways mirror routines by being recurrent, collective and embedded and specific to an organisation. In particular, care pathways resemble standard operating procedures that can give rise to recurrent collective action patterns. In all, 11 propositions related to five categories are proposed by building on these insights: care pathways and coordination, change, replication, the organisation and health care professionals. Research limitations/implications – The paper is conceptual and uses care pathways as illustrative instances of hospital routines. The propositions provide a starting point for empirical research. Practical implications – The analysis highlights implications that health care professionals and managers have to consider in relation to coordination, change, replication, the way the organisation influences care pathways and the way care pathways influence health care professionals. Originality/value – Theory on organisational routines offers fundamental, yet unexplored, insights into hospital processes, including in particular care coordination.
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Hindle, Don, and Tserendorj Natsagdorj. "Treating organisational illness: a practical approach to facilitating improvements in health care." Australian Health Review 25, no. 6 (2002): 171. http://dx.doi.org/10.1071/ah020171a.
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The health sector contains many problems that are widely recognised and ought to be easily resolved, and yet some organisations seem to be powerless to act. We argue that this mainly reflects weaknesses in the organisational culture, and present an approach that we have been using to address them. We describe some simple analytical tools, and report our experiences in using them in organisations in several countries. We conclude that most people believe organisational weaknesses are important, are willing and eager to try to address them, and do in fact find ways of making some useful changes - at least, in the short term.
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Agbesi, Kwaku, Frank D. Fugar, and Theophilus Adjei-Kumi. "Modelling the adoption of sustainable procurement in construction organisations." Built Environment Project and Asset Management 8, no. 5 (November 12, 2018): 461–76. http://dx.doi.org/10.1108/bepam-10-2017-0108.
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Purpose The adoption of sustainable procurement in construction clients’ organisation remains a difficult concept. Current research of sustainable procurement adoption studies fails to focus on a multi-stage adoption process. The purpose of this paper is to develop an organisational adoption model in a multi-stage process for the adoption of sustainable procurement in construction. Design/methodology/approach The paper developed an organisational adoption model. The model was tested against data obtained from survey administered to 193 respondents of central and local government institutions with a response rate of 63.7 per cent. Structural equation modelling using the partial least squares was employed to determine and confirm the factor structure of the model, and to measure the relationships between the model constructs. Findings An organisational adoption model is developed, tested and is robust to aid the adoption decision process of sustainable procurement within construction organisations. Research limitations/implications The study is limited in scope affecting generalisation of the results. Future study should expand the scope to include consultants, contractors and suppliers. Practical implications The adoption model will assist policy makers and top managers to understand the adoption decision process and prioritise on the technological, organisational and environmental factors that significantly affect sustainable adoption decision process within construction organisations. Originality/value This study appears to be among the first to empirically develop an organisational adoption model to aid the adoption of sustainable procurement in construction.
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Jones, Lorelei, Linda Pomeroy, Glenn Robert, Susan Burnett, Janet E. Anderson, Stephen Morris, Estela Capelas Barbosa, and Naomi J. Fulop. "Explaining organisational responses to a board-level quality improvement intervention: findings from an evaluation in six providers in the English National Health Service." BMJ Quality & Safety 28, no. 3 (October 31, 2018): 198–204. http://dx.doi.org/10.1136/bmjqs-2018-008291.
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BackgroundHealthcare systems worldwide are concerned with strengthening board-level governance of quality. We applied Lozeau, Langley and Denis’ typology (transformation, customisation, loose coupling and corruption) to describe and explain the organisational response to an improvement intervention in six hospital boards in England.MethodsWe conducted fieldwork over a 30-month period as part of an evaluation in six healthcare provider organisations in England. Our data comprised board member interviews (n=54), board meeting observations (24 hours) and relevant documents.ResultsTwo organisations transformed their processes in a way that was consistent with the objectives of the intervention, and one customised the intervention with positive effects. In two further organisations, the intervention was only loosely coupled with organisational processes, and participation in the intervention stopped when it competed with other initiatives. In the final case, the intervention was corrupted to reinforce existing organisational processes (a focus on external regulatory requirements). The organisational response was contingent on the availability of ‘slack’—expressed by participants as the ‘space to think’ and ‘someone to do the doing’—and the presence of a functioning board.ConclusionsUnderperforming organisations, under pressure to improve, have little time or resources to devote to organisation-wide quality improvement initiatives. Our research highlights the need for policy-makers and regulators to extend their focus beyond the choice of intervention, to consider how the chosen intervention will be implemented in public sector hospitals, how this will vary between contexts and with what effects. We provide useful information on the necessary conditions for a board-level quality improvement intervention to have positive effects.
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Millar, Ross, and Helen Dickinson. "Planes, straws and oysters: the use of metaphors in healthcare reform." Journal of Health Organization and Management 30, no. 1 (March 21, 2016): 117–32. http://dx.doi.org/10.1108/jhom-11-2013-0242.
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Purpose – The purpose of the paper is to examine the metaphors used by senior managers and clinicians in the delivery of healthcare reform. Design/methodology/approach – A study of healthcare reform in England carried out a series of semi structured interviews with senior managers and clinicians leading primary and secondary care organisations. Qualitative data analysis examines instances where metaphorical language is used to communicate how particular policy reforms are experienced and the implications these reforms have for organisational contexts. Findings – The findings show how metaphorical language is used to explain the interactions between policy reform and organisational contexts. Metaphors are used to illustrate both the challenges and opportunities associated with the reform proposals for organisational change. Originality/value – The authors provide the first systematic study of patterns and meanings of metaphors within English healthcare contexts and beyond. The authors argue that these metaphors provide important examples of “generative” dialogue in their illustration of the opportunities associated with reform. Conversely, these metaphors also provide examples of “degenerative” dialogue in their illustration of a demarcation between the reform policy proposals and existing organisational contexts.
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Dellmuth, Lisa Maria, and Jonas Tallberg. "Advocacy Strategies in Global Governance: Inside versus Outside Lobbying." Political Studies 65, no. 3 (April 5, 2017): 705–23. http://dx.doi.org/10.1177/0032321716684356.
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As political authority shifts to the global level, non-governmental organisations (NGOs) increasingly attempt to influence policy-making within international organisations (IOs). This article examines the nature and sources of non-governmental organisations’ advocacy strategies in global governance. We advance a twofold theoretical argument. First, non-governmental organisation advocacy can be described in terms of inside and outside strategies, similar to interest group lobbying in American and European politics. Second, non-governmental organisations’ chosen combination of inside and outside strategies can be explained by their organisational goals and membership base. Empirically, this argument is corroborated through a large-n analysis of original data from structured interviews with 303 non-governmental organisation representatives active in relation to the United Nations (UN), complemented by 19 semi-structured interviews with UN and state officials. The article’s findings have implications for the theory and practice of non-governmental organisation involvement in global governance.
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Arora, Karishma Sethi. "An analysis of organisational culture and its application to planned change, patient safety and medical error reduction." British Journal of Healthcare Management 27, no. 9 (September 2, 2021): 248–54. http://dx.doi.org/10.12968/bjhc.2020.0125.
Full textAbstract:
This narrative review provides an in-depth analysis of the construct and dimensions of organisational culture in the specific context of healthcare settings. It explores popular frameworks that can be used to identify and facilitate change in organisational culture. Acknowledging the crucial impact of organisational culture on patient safety, this article demonstrates the cultural underpinnings of medical error reduction. The author emphasises the importance of culturally-sensitive implementation of change interventions and advocates for patient safety approaches occurring at systemic and organisational levels, thereby promoting and enriching the development of an organisation's safety culture.