Search results

The purpose of this study is to provide a critical analysis of contemporary Lean leadership in the context of a healthcare practice. The Lean leadership model supports professionals with a leading role in implementing Lean. This article presents a case study focusing specifically on leadership behaviours and issues that were experienced, observed and reported in a Dutch university medical centre.

This ethnographic case study provides auto-ethnographic accounts based on experiences, participant observation, interviews and document analysis.

Characteristics of Lean leadership were identified to establish an understanding of how to achieve successful Lean transformation. This study emphasizes the importance for Lean leaders to go to the gemba, to see the situation for one’s own self, empower health-care employees and be modest. All of these are critical attributes in defining the Lean leadership mindset.

In this case study, Lean leadership is specifically related to healthcare, but certain common leadership characteristics are relevant across all fields. This article shows the value of an auto-ethnographic view on management learning for the analysis of Lean leadership. The knowledge acquired through this research is based on the first author’s experiences in fulfilling his role as a health-care leader. This may help the reader examining his/her own role and reflecting on what matters most in the field of Lean leadership.

Healthcare systems receive criticism from both providers and recipients. The diversity in these systems throughout the world makes innovation and change difficult. However, a structured analysis of healthcare systems is crucial to identify areas for improvement and to share best practices for the betterment of healthcare throughout the world.

The paper uses organizational theory as an unbiased tool for evaluating healthcare systems. This theory analyses healthcare systems across five dimensions: environment, culture, social structure, physical structure and technology. This analysis provides an in-depth understanding of the organization's surroundings, formation and function. It offers a lens through which healthcare systems can be envisioned and establishes a vocabulary for communication.

Organizational theory presents a multifaceted approach to initiate assessments aiming to enhance existing healthcare systems and customize them to serve all stakeholders within the focused ecosystem. It alters the dynamics of criticism and presents an opportunity to sustainably address unforeseen healthcare challenges in the future. As the author proceeds to understand healthcare organizations through the perspective of organizational theory, the author also uncovers subtle yet crucial issues such as resource dependence, cultural clashes, organizational silence, bureaucracy, hierarchy, ethics, values, engagement and burnout.

This paper was crafted from a collaborative paper for the final of a master's degree. A collaboration was conceptualized using organisation theory as the tool to align processes and achieve successful outcome. The narrative of the collaboration has been edited and paper presented highlighting the importance of the tool of organisation theory in healthcare systems.

The purpose of this paper is to focus on the possibilities of autoethnography as a commitment to care and a social justice agenda (Denzin, 2014:p. x).

Autoethnography can be seen as a “methodology that allows us to examine how the private troubles of individuals are connected to public issues and to public responses to these troubles” (Mills, 1959, cited in Denzin, 2014). This resonates strongly with the field of study: political care ethics, as the main focus is on how to promote a caring society. “Care” might be conceived broadly as everything the authors do to maintain and repair the world; i.e., as a social praxis.

Care ethics can benefit from autoethnography, as there is a strong(er) emphasis on “what matters,” what people care for, about and why, rather than on what is “right.” In this paper, the authors will thus explore the promises and pitfalls of autoethnography for a caring society, by connecting insights from theories on political care ethics and qualitative inquiry with the own autoethnographic performance at the International Conference on Qualitative Inquiry in May 2015.

Care ethics can benefit from autoethnography, as there is a strong(er) emphasis on “what matters,” what people care for, about and why, rather than on what is “right.”

The purpose of this paper is to develop understanding of the theory of identity-work and to then deploy this understanding in examining managers’ identity-work. These understandings provide a basis for appreciating managers’ receptivity to learning and, in turn, for considering the likely efficacy of management development.

A qualitative, photo-elicitation interview research study is detailed in which managers’ accounts of being a manager were generated.

The accounts of a sample of managers are analysed through the lens of identity-work using a range of narrative analysis techniques. The findings of the study reveal the use of six distinct types of identity-work that have potential for explicating managers’ receptivity for learning.

The strengths of the qualitative research approach are expounded but certain limitations are acknowledged and therefore opportunities for extending the research trajectory are proposed. Specific implications for training and development practice are developed.

The study contributes to the literature of workplace learning and HRD by showing the potential of understanding identity for appreciating managers’ receptivity to learning and, thereby, the efficacy of management development activity.

The purpose of this paper is to compare the importance currently placed on meaningful work (MFW), and determine the frequency by which it is experienced in blue-, pink-, and white-collar occupations.

Using the comprehensive meaningful work scale (Lips-Wiersma and Wright, 2012) with 1,683 workers across two studies, ANOVAs were conducted to examine differences in dimensions of MFW.

While unity with others and developing the inner self were regarded as equally important for white-, blue-, and pink-collar workers, the authors data suggest that white-collar workers placed more importance on expressing full potential and serving others than blue-collar workers. The frequency of experiencing MFW differed across the three groups with white-collar workers experiencing higher levels of unity with others, expressing full potential, and serving others; however no mean differences were found for developing the inner self.

This study is the first to empirically investigate an oft-discussed but previously untested question: does the experience of MFW differ across white-, blue-, and pink-collar jobs?