Search results

This paper aims to present a case of project‐based management development with a group of younger researchers in a medical faculty in a university.

The case is based on documentation and recollections in which the first author was involved as a learning coach. The paper is a way to share a process of conversation between the authors and to highlight some critical issues through the elaboration of three perspectives: a macro perspective where the situation in the medical faculty is related to developments in the organizational field; a description from the consultant's point of view; and a human resource perspective in which the style of intervention is linked to the contingencies facing the organization at this point in time.

In retrospect the program was found to create opportunities for identity‐work and sensemaking involving the participants' individual roles as well as their representations of how the medical faculty was organized. While normal human resource management (HRM) may be seen as a kind of regular maintenance of an organization, it is suggested that the style of management development (as part of an overall HRM strategy) described here is better understood as a form of organizational identity work.

Distinguishing between different styles of HRM and relating them to contingencies in terms of threats to organizational identity contributes to a more nuanced discussion of the practical challenges, possibilities and risks related to different styles. There is a need for both large‐scale studies of the prevalence of new practices and in‐depth ethnographies of interventions like the one described in this paper, especially in situations where there are perceived threats to identity.

The purpose of this paper is to look at the ways in which standardization for patient safety is approached from different positions in the field, namely nurses and managers in a hospital department, the hospital management and standard inventers. We understand safety standardization and the responses to it as a strategizing process, where standards are legitimized, taken up, handled or countered.

Ethnographic fieldwork was conducted in a Danish hospital department. The study included observations, interviews and documents studies. The authors apply a Bourdieusian perspective, where the authors focus on the narratives told by standard inventers, managers and nurses to examine and understand their strategizing activities in relation to safety standardization. We understand strategizing as interested action emerging in the dialectics between a habitus and a position in a field.

The authors show how the standardization of work rests on the master narrative of patient safety management and how this narrative clashes with the nurses’ practical perception of good care, which rests on the counter-narrative of the clinical judgment.

Safety standardization in healthcare is often studied within the broader framework of performance management using functionalist outside-in and prescriptive approaches. This study contributes to this literature by approaching standardization and the responses to it as taking place in a dialectic movement between subjective shop floor experiences and wider field-level forces. Furthermore, the study contributes to the organization and management literature concerned with change and strategic action by endorsing the Bourdieusian conception of strategizing.

Technology has disrupted many industries from the start of Industrialization era to the Industry 4.0 era. There has been an exponential growth in the technological front and people are talking about Industry 5.0. Digital transformation is a critical direction in which organizations will have to move toward in order to succeed in this competitive world. To make a smooth transition, firms must understand the basic building blocks of the digital transformation process and the key areas it touches upon namely customer experience, operational process and dynamic business models. Organizations will also have to identify the enablers of digital transformation which they can work on to smoothen the transformative process. Firms will also need the framework of digital transformation spelling out the roadmap for effective digital transformation. Firms on the urge to go for digital transformation will face numerous challenges in all the stages of implementation namely the initiation phase, the execution phase and the governance phase. A clear understanding of these challenges will help the firms to overcome or mitigate these challenges and be successful in their digital transformation process.

Presents a review on implementing finite element methods on supercomputers, workstations and PCs and gives main trends in hardware and software developments. An appendix included at the end of the paper presents a bibliography on the subjects retrospectively to 1985 and approximately 1,100 references are listed.

The COVID-19 pandemic stressed the health care sector's longstanding pain points, including the poor quality of frontline work and the staffing challenges that result from it. This has renewed interest in technology-centered approaches to achieving not only the “Triple Aim” of reducing costs while raising access and quality but also the “Quadruple Aim” of doing so without further squeezing wages and abrading job quality for frontline workers.

How can we leverage technology toward the achievement of the Quadruple Aim? I view this as a “grand challenge” for health care managers and policymakers. Those looking for guidance will find that most analyses of the workforce impact of technological change consider broad classes of technology such as computers or robots outside of any particular industry context. Further, they typically predict changes in work or labor market outcomes will come about at some ill-defined point in the medium to long run. This decontextualization and detemporization proves markedly problematic in the health care sector: the nonmarket, institutional factors driving technology adoption and implementation loom especially large in frontline care delivery, and managers and policymakers understandably must consider a well-defined, near-term, i.e., 5–10-year, time horizon.

This study is predicated on interviews with hospital and home health agency administrators, union representatives, health care information technology (IT) experts and consultants, and technology developers. I detail the near-term drivers and anticipated workforce impact of technological changes in frontline care delivery. With my emergent prescriptions for managers and policymakers, I hope to guide sectoral actors in using technology to address the “grand challenge” inherent to achieving the Quadruple Aim.

You've finally cut to your core. But can you hold all the pieces together?

The Framers of the Constitution granted Congress the ability to punish members for misconduct to protect the institution's integrity and dignity. However, with the low approval ratings of Congress and the widespread belief that those in government are corrupt, the institution has not done an excellent job at protecting its integrity. This chapter examines all allegations investigated by the House and Senate Ethics Committees to determine if Congress has systematically punished misconduct among members. Using data on 396 misconduct investigations in Congress, this research examines the institution's likelihood of punishing a member before and after implementing permanent ethics committees in the 90th Congress. The study reveals that Congress was more likely to systematically punish members for ethical misconduct before permanently installing ethics committees. However, in the contemporary period, the only type of misconduct a member is likely to be punished for is sexual harassment. Yet, the likelihood of being punished for sexual harassment falls when a member resigns or strategically retires.

The research aims to identify the impacts of strategic knowledge (SK) and information technology capabilities (ITC) on innovation ambidexterity (IAM) through business process performance (BPP).

The research framework is developed based on the theoretical grounding of resource orchestration (RO) (SK and ITC) impacts on IAM. The structural equation modeling (SEM) technique was used to test the research framework on a sample of 441 responses from Brazilian firms.

The results suggest that SK and ITC facilitate BPP, resulting in IAM. The findings also suggested differences in path coefficients in the SK and ITC of the business value generation process framework under environmental turbulence (ET). Finally, a strong SK of ITC is especially important in enabling BPP and IAM in large firms. Another case of most manufacturing and service firms demonstrated that both SK and ITC are essential to impacting IAM through BPP mediation.

The findings provide insight into how professionals can think and plan carefully to align SK and ITC for achieving balanced innovation and improving BPP in the dynamic business environment.

The study establishes a relationship between SK, ITC, BPP and IAM. The study developed novel constructs of SK and ITC and tested them, which gives new insight and links among the constructs.