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John R. Kimberly

Bio: John R. Kimberly is an academic researcher from University of Pennsylvania. The author has contributed to research in topics: Health care & Organizational learning. The author has an hindex of 30, co-authored 87 publications receiving 14061 citations. Previous affiliations of John R. Kimberly include University of Illinois at Urbana–Champaign & Yale University.


Papers
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Journal ArticleDOI
TL;DR: The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies.

7,506 citations

Journal ArticleDOI
TL;DR: Individual, organizational, and contextual variables were found to be much better predictors of hospital adoption of technological innovations than of administrative innovations.
Abstract: Individual, organizational, and contextual variables were found to be much better predictors of hospital adoption of technological innovations than of administrative innovations. The two different ...

2,186 citations

Journal ArticleDOI
TL;DR: This paper reviews the methods used, the types of outcomes that have been measured and reported, findings from studies that reported long-term implementation outcomes, and factors that have be identified as potential influences on the sustained use of new practices, programs, or interventions.
Abstract: Background The introduction of evidence-based programs and practices into healthcare settings has been the subject of an increasing amount of research in recent years. While a number of studies have examined initial implementation efforts, less research has been conducted to determine what happens beyond that point. There is increasing recognition that the extent to which new programs are sustained is influenced by many different factors and that more needs to be known about just what these factors are and how they interact. To understand the current state of the research literature on sustainability, our team took stock of what is currently known in this area and identified areas in which further research would be particularly helpful. This paper reviews the methods that have been used, the types of outcomes that have been measured and reported, findings from studies that reported long-term implementation outcomes, and factors that have been identified as potential influences on the sustained use of new practices, programs, or interventions. We conclude with recommendations and considerations for future research.

968 citations

Journal ArticleDOI
TL;DR: The work in this paper was conducted while the author held a fellowship in the United StatesFrance Exchange of Scientists Program jointly administered by the National Science Foundation and the Centre Nationale de la Recherche Scientifique.
Abstract: The author acknowledges the considerable research assistance of R. Ernest Baumann and William T. Bielby in the preparation of this article and the critical comments of Howard Aldrich, J. Kenneth Benson, Jean de Kervasdou6, and William Starbuck on an earlier version. Much of this article was written while the author held a fellowship in the United StatesFrance Exchange of Scientists Program jointly administered by the National Science Foundation and the Centre Nationale de la Recherche Scientifique. The support of the Centre de Recherche en Gestion at the Ecole Polytechnique, Paris, was instrumental in the completion of the manuscript.

927 citations

Journal ArticleDOI
John R. Kimberly1
TL;DR: It is suggested that organizational birth is a phenomenon about which relatively little is known, but which may be an important constraint on later development and a comparative analysis of the birth, life, and death of organization is advocated.
Abstract: Kimberly presents a case study of the birth and early development of an innovative medical school. When the school opened in 1971, the existing 86 medical schools all offered similar programs: two years of basic science training in lecture halls and laboratories, followed by two years of direct contact with patients in clinical settings. In the new school, students were taught didactically only during the first year. During the second year, each student was assigned to a community physician who acted as an advisor and who discussed with students those patients afflicted with the diseases the student was currently studying. Available evidence indicated that the school's innovative curriculum was favorably received by the students and that they performed as well as their peers on standardized year-end exams. The author found the case of this medical school to be of particular interest from an organizational viewpoint in that: (1) the early development of the school was shaped by the first dean's entrepreneurial activity, ambitions, visions, strengths, and weaknesses; (2) the uncertainty resulting from the school's novelty forced individuals to assume new roles and face unclear performance criteria; and (3) the transition of an innovative school to an institutionalized one was problematic because it modified the decision-making process. The author suggests that those things which lead to an organization's success during its early years are not the same as those that lead to longer-run success. He says that a new organization creates new norms, values, and procedures whereas the elements of an existing organization interact within an established culture. He concludes that organizational birth is a phenomenon about which relatively little is known, but which may be an important constraint on later development. A comparative analysis of the birth, life, and death of organization is advocated.

385 citations


Cited by
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TL;DR: In this article, the authors synthesize these previously fragmented literatures around a more general "upper echelons perspective" and claim that organizational outcomes (strategic choices and performance levels) are partially predicted by managerial background characteristics.
Abstract: Theorists in various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general “upper echelons perspective.” The theory states that organizational outcomes—strategic choices and performance levels—are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.

11,022 citations

Journal ArticleDOI
TL;DR: In this paper, the authors have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of market orientation.
Abstract: Marketing academicians and practitioners have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of ...

8,812 citations

Journal ArticleDOI
TL;DR: In this article, a contingency framework for investigating the relationship between entrepreneurial orientation and firm performance is proposed. But the authors focus on the business domain and do not consider the economic domain.
Abstract: The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.

8,623 citations

Book
01 Jan 2009

8,216 citations