Improving the Effectiveness of Health Care Innovation Implementation: Middle Managers as Change Agents
Improving the Effectiveness of Health Care Innovation Implementation: Middle Managers as Change Agents
复制标题
DOI：
10.1177/1077558712457427
复制
发表时间：
2013-02-01
影响因子：
2.5
通讯作者：
Schaefer, Cynthia T.
中科院分区：
文献类型：
--
作者：
Birken, Sarah A.;Lee, Shoou-Yih Daniel;Schaefer, Cynthia T.
医疗保健创新的成功实施率令人沮丧。中层管理人员在医疗保健创新实施中具有潜在的重要作用，但人们对其了解甚少。本研究采用自我管理的调查和访谈的中层管理人员在卫生中心，实施创新，以减少健康差距，以解决问题：中层管理人员的承诺，医疗保健创新的实施影响实施效果？如果是，它们的承诺如何影响执行效力？虽然定量的调查数据分析结果表明，一个弱的关系，定性的访谈数据分析结果表明，中层管理者的承诺影响执行有效性时，中层管理者是积极主动的。学者应考虑中层管理人员在实施研究中的影响力，医疗保健管理人员可以通过雇佣积极主动的中层管理人员和创造奖励、支持和期望积极主动的氛围来促进实施效果。
The rate of successful health care innovation implementation is dismal. Middle managers have a potentially important yet poorly understood role in health care innovation implementation. This study used self-administered surveys and interviews of middle managers in health centers that implemented an innovation to reduce health disparities to address the questions: Does middle managers' commitment to health care innovation implementation influence implementation effectiveness? If so, in what ways does their commitment influence implementation effectiveness? Although quantitative survey data analysis results suggest a weak relationship, qualitative interview data analysis results indicate that middle managers' commitment influences implementation effectiveness when middle managers are proactive. Scholars should account for middle managers' influence in implementation research, and health care executives may promote implementation effectiveness by hiring proactive middle managers and creating climates in which proactivity is rewarded, supported, and expected.