Index

Jon-Arild Johannessen (Kristiania University College, Norway)

The Soft Side of Knowledge Management in Health Institutions

ISBN: 978-1-80117-925-6, eISBN: 978-1-80117-924-9

Publication date: 21 July 2021

This content is currently only available as a PDF

Citation

Johannessen, J.-A. (2021), "Index", The Soft Side of Knowledge Management in Health Institutions, Emerald Publishing Limited, Bingley, pp. 117-120. https://doi.org/10.1108/978-1-80117-924-920211009

Publisher

:

Emerald Publishing Limited

Copyright © 2021 Jon-Arild Johannessen. Published under exclusive licence by Emerald Publishing Limited


INDEX

Adaptation skills
, 92

Analytical diagram
, 61

Analytical models
, 61, 105

of negotiations
, 64–65

Anchoring
, 84

Archives
, 42

Assessments based on initial value
, 84

Authority principle
, 81

Basic values
, 98, 100–101

Bottom-up model
, 31

Change
, 49

learning and
, 56

Cognitive models
, 63

Communication
, 17

information and
, 57

model
, 2

systems
, 49

Competitive tendering of health services
, 18

Complementary systems
, 22–23

Concrete
, 94

Conflict resolution in hospitals

analytical model of negotiations
, 64–65

framing situations
, 95–105

information processes
, 72–95

negotiation
, 61–62

negotiation theory
, 62–64

problem-structuring
, 65–72

reflections
, 105–106

Conflicts
, 61

Confrontation skills
, 92

Consensus principle
, 80

Consistency principle
, 79–80

Contrast principle
, 78–79

Cooperate-cooperate-imitate strategy
, 90

Cooperate-imitate strategy
, 90

in negotiations
, 89–90

Coordination competence
, 27–28

Core competence
, 28

Cost effectiveness
, 18

Culture
, 19–20

Databases
, 42

Decision-making

competence
, 28–29

function
, 50–51

Demand and supply of health services
, 4–8

Demographic trends
, 4

Design error
, 55

Deutero learning
, 53–54

Diagnosis-related groups (DRG)
, 12–15

creep
, 15

Digitalization of hospitals
, 46

Divisional model
, 1–2

Double-cooperate strategy
, 90

Double-loop learning
, 53

Electronic health records
, 41

Electronic patient record systems
, 37

Emotional intelligence
, 93–94

Emotions
, 101

Employees
, 35

Error
, 55

Ethics
, 58

Expectation mechanisms
, 51

Expert rule
, 95

External information
, 49

External media
, 42

Facts rule
, 95

Feedback mechanisms
, 50–51

Financial management system
, 15

First-hand information rule
, 95

Fourth Industrial Revolution
, 7

Framing situations
, 95, 99, 105

building trust
, 102–103

clarifying basic values
, 98, 100–101

developing positive emotions
, 101–102

explanation of model
, 102–104

negotiation patterns
, 104–105

Funding system’s consequences for leadership and organization
, 12–15

Game theory
, 62–64

Globalization of economy
, 46

Group-thinking
, 74

Health improvements
, 31

Health personnel management in hospitals
, 32–33

Health professionals
, 11

performance
, 7

Healthcare personnel organization in hospitals
, 27–29

Healthcare-oriented management philosophy
, 16

Holistic causal understanding
, 47

Hospital management

models
, 1, 3

organizational learning in
, 54–58

system
, 50

Hospitals
, 7–8

administrators
, 11

digitalization of
, 46

leadership
, 1

memory function
, 50

organizational learning in
, 49–51

tacit knowledge in
, 47–48

and value creation
, 35–38

Idealized system design
, 93

Influencing techniques in negotiation situations
, 91, 93

Information analysis
, 50–51, 93

Information and communication
, 56–57

Information coordination function
, 51

Information gathering
, 74–77

Information processes
, 72–95

assessments based on initial value
, 84

authority principle
, 81

choice of alternatives
, 93–95

comparision with similar cases
, 84–85

consensus principle
, 80

consistency principle
, 79–80

contrast principle
, 78–79

cooperate-imitate strategy in negotiations
, 89–90

currently accessible information
, 83

explanation of model
, 86, 88, 91

goals, strategy and plans
, 85–86

information analysis
, 93

information gathering
, 74–77

information to influence negotiation situation
, 77–78

liking principle
, 80

in negotiation situation
, 73

principles guide everyday thinking
, 78–81

prominent in memories
, 83–84

reciprocity principle
, 79

rules of thumb
, 82–85

scarcity principle
, 81

seven influencing techniques in negotiation situations
, 91, 93

strategy
, 88–89

structure of message
, 72

word ‘because’
, 82

Information technology (IT)
, 41

Innovation
, 41

tacit knowledge and
, 45–47

Institutional economics
, 62–64

Institutional factors
, 20

Institutional theory
, 62–63

Interest
, 90–91

Internal information
, 49

Interorganizational approach
, 22–23

Interpretative funnel
, 18–19

Knowledge. See also Tacit knowledge
, 41, 47–48

economy
, 35

knowledge-based growth theory
, 25

Knowledge-effectiveness perspective
, 25–26

background of research question
, 26–27

detailed explanation of knowledge system 5 in relation to health sector priorities
, 29–31

health personnel management in hospitals
, 32–33

healthcare personnel organization in hospitals
, 27–29

reflections
, 33–34

theoretical considerations
, 25–26

Leaders
, 35

Leadership
, 1, 9

complexity
, 7

philosophy
, 15

Learning. See also Organizational learning
, 49

models
, 63

Liking principle
, 80

Linear processes
, 35

Local information
, 94

Management model
, 1–2

Management philosophies in hospitals. See also Hospital management

contextual factors
, 20

critical notes
, 21–23

funding system’s consequences for leadership and organization
, 12–15

history, tradition and culture
, 19–20

hospital leadership philosophies
, 14

individual
, 21

institutional factors
, 20

management philosophies and interpretations
, 16–21

Management system
, 11, 13

Management training for all hospital employees
, 57

Market oriented management model
, 16–17

Negotiated-order
, 63

Negotiation

analytical model of
, 64–65

cooperate-imitate strategy in
, 89–90

effectiveness
, 87

patterns
, 104–105

seven influencing techniques in negotiation situations
, 91–93

techniques
, 61

theory
, 61–64

New Public Management (NPM)
, 16–17, 21

Non-economic models
, 63

Nursing
, 26

Official stamp rule
, 95

Operational leaders
, 16

Organizational ‘unlearning’, organizational learning requires
, 59–60

Organizational learning
, 49

Deutero Learning
, 53–54

double-loop learning
, 53

explanation of model
, 55–56

in hospital management
, 54–58

in hospitals
, 49–51

information processes in hospitals
, 50

management implications
, 57–58

management training for all hospital employees
, 57

management variable
, 57–58

requires organizational ‘unlearning
, 59–60

single-loop learning
, 52

types
, 51–54

Organizational management philosophy
, 16, 18

Permanence rule
, 95

Personal skills
, 92–93

Perspective insight
, 71–72

Planning skills
, 92–93

Plans
, 85–86

Positive emotions
, 101–102

Principal-agent thinking
, 30–31

Prisoners’ dilemma
, 89

Problem-structuring
, 65–66, 72

context
, 67–70

perspective insight
, 71–72

setting boundaries of negotiation problem
, 66–67

systemic structuring
, 70–71

win-win situation
, 69–70

Process studies
, 63

Process-oriented approaches
, 63

Productivity
, 18–19

Professionalization
, 5–6

of leadership processes
, 16

Professions model
, 1

Prospect theory
, 68–69

Quality of life
, 31

Quality-adjusted life years (QALY)
, 26, 31

Reciprocity principle
, 79

Recursivity in hospitals
, 29

Rituals
, 96–98

Rules of thumb
, 47, 82, 85

Scarcity principle
, 81

Self-interest
, 90–91

Single-loop learning
, 52

Skills
, 44–45

Social dilemma
, 89

Socialization
, 5

Spatial rule
, 95

Status rule
, 95

Strategy
, 88–89

function
, 51

Stress tolerance
, 92

Systemic structuring
, 70–71

Systemic thinking
, 26

Tacit knowledge
, 41–42, 45

in hospitals
, 47–48

and innovation
, 45–47

Technological changes in organizations
, 41

Technological opportunities
, 4

Temporal rule
, 95

Trained incapacity
, 42

Trust
, 92

building process
, 102–103

Uncertainty
, 31

Value chain
, 35

thinking
, 22, 36–37

Value community
, 2, 23, 37

Value creation process
, 22–23, 35

hospitals and
, 35–36, 38

in hospitals and examples of objectives
, 38

reflection
, 38–39

Value dialogue
, 2, 23, 37

Value network
, 22, 37

Value workshop
, 1, 22–23, 37

Value-creation logic
, 2, 6

Viable system model (VSM)
, 26, 29

Visual rule
, 95

Win-win situation
, 69–70

Worst-case scenario
, 13