Elaborating on theory with middle managers' experience implementing healthcare innovations in practice
Elaborating on theory with middle managers' experience implementing healthcare innovations in practice
复制标题
DOI：
10.1186/s13012-015-0362-6
复制
发表时间：
2016-01-04
影响因子：
7.2
通讯作者：
Albert, Nancy M.
中科院分区：
文献类型：
--
作者：
Birken, Sarah A.;DiMartino, Lisa D.;Albert, Nancy M.
背景资料：中层管理者在实施医疗创新中的角色理论假设中层管理者通过履行以下四个角色来影响实施效果：传播信息，合成信息，在战略和日常活动之间进行调解，以及销售创新实施。该理论还提出了中层管理者可以从事的几项活动，以履行这四个角色。这一理论与中层管理人员的实践经验在多大程度上一致尚不清楚。我们调查了参加护理创新峰会的中层管理人员（n = 63），以（1）评估理论与中层管理人员实践经验之间的一致性，（2）通过中层管理人员在实践中监督创新实施的经验来阐述理论。中层管理者将该理论假设的四种角色都评为“极其重要”但将传播和综合信息列为最重要的，销售创新实施为最不重要的。他们报告说，他们参与了一些与理论假设的角色和活动相一致的活动，例如通过会议和培训传播信息。他们还报告说，从事活动中没有描述的理论，如评估员工performance.Conclusions：中层管理人员的经验与理论和扩展的定义的角色和活动，它假设。未来的研究应评估假设的角色和创新在实践中实施的有效性之间的关系。如果证据支持这一理论，则应利用这一理论促进中层管理者实现假设角色，这样做可能会促进创新实施。
Background: The theory of middle managers' role in implementing healthcare innovations hypothesized that middle managers influence implementation effectiveness by fulfilling the following four roles: diffusing information, synthesizing information, mediating between strategy and day-to-day activities, and selling innovation implementation. The theory also suggested several activities in which middle managers might engage to fulfill the four roles. The extent to which the theory aligns with middle managers' experience in practice is unclear. We surveyed middle managers (n = 63) who attended a nursing innovation summit to (1) assess alignment between the theory and middle managers' experience in practice and (2) elaborate on the theory with examples from middle managers' experience overseeing innovation implementation in practice.Findings: Middle managers rated all of the theory's hypothesized four roles as "extremely important" but ranked diffusing and synthesizing information as the most important and selling innovation implementation as the least important. They reported engaging in several activities that were consistent with the theory's hypothesized roles and activities such as diffusing information via meetings and training. They also reported engaging in activities not described in the theory such as appraising employee performance.Conclusions: Middle managers' experience aligned well with the theory and expanded definitions of the roles and activities that it hypothesized. Future studies should assess the relationship between hypothesized roles and the effectiveness with which innovations are implemented in practice. If evidence supports the theory, the theory should be leveraged to promote the fulfillment of hypothesized roles among middle managers, doing so may promote innovation implementation.