The New Economics for Industry, Government, Education
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TL;DR: In this paper, the authors developed a theoretical framework that integrates institutional and network perspectives on the form and consequences of administrative innovations and found strong evidence for the importance of institutional factors in determining how innovations are defined and implemented.
Abstract: The authors thank Rakesh Khurana, Mark Shanley, and Edward Zajac for valuable comments on earlier versions of this paper. The paper has also benefited from the helpful comments of Christine Oliver and three anonymous reviewers for ASQ, as well as the editorial assistance of Linda Johanson. The following groups provided data used in this study: The AHA Hospital Research and Educational Trust, the AHA Data Survey Group, the Joint Commission on Accreditation of Health Care Organizations, and the Health Care Investment Analysts. We also thank the Baxter Foundation and the Graduate Program in Health Services Management at the Kellogg Graduate School of Management for generously funding this research. Additional support was provided by the A.C. Buehler Chair in Health Services Management at the Kellogg School. An earlier version of the paper received the 1996 West Press Best Paper Award in the Organization and Management Theory Division of the Academy of Management. This study develops a theoretical framework that integrates institutional and network perspectives on the form and consequences of administrative innovations. Hypotheses are tested with survey and archival data on the implementation of total quality management (TQM) programs and the consequences for organizational efficiency and legitimacy in a sample of over 2,700 U.S. hospitals. The results show that early adopters customize TQM practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. The findings suggest that institutional factors moderate the role of network membership in affecting the form of administrative innovations adopted and provide strong evidence for the importance of institutional factors in determining how innovations are defined and implemented. We discuss implications for theory and research on institutional processes and network effects and for the literatures on innovation adoption and total quality management.*
1,464 citations
01 Apr 2006
TL;DR: In this article, the authors explore the promise organization research offers for improved management practice and how, at present, it falls short using evidence-based medicine as an exemplar, identify ways of closing the prevailing "research-practice gap" and close with guidance for researchers, educators, and managers for translating the principles governing human behavior and organizational processes into more effective management practice.
Abstract: I explore the promise organization research offers for improved management practice and how, at present, it falls short Using evidence-based medicine as an exemplar, I identify ways of closing the prevailing “research-practice gap”-- the failure of organizations and managers to base practices on best available evidence I close with guidance for researchers, educators, and managers for translating the principles governing human behavior and organizational processes into more effective management practice
835 citations
Cites background from "The New Economics for Industry, Gov..."
...Little e evidence is local or organization specific, as exemplified by root cause analysis and other fact-based approaches the total quality movement introduced for organizational decision making (Deming, 1993; Evans & Dean, 2000)....
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01 Jun 2002
TL;DR: Qualitative research offers a variety of methods for identifying what really matters to patients and carers, detecting obstacles to changing performance, and explaining why improvement does or does not occur, which could lead to a better understanding of how to improve quality.
Abstract: There are no easy solutions to the problem of improving the quality of care. Research has shown how difficult it can be, but has failed to provide reliable and effective ways to change services and professional performance for the better. Much depends on the perspectives of users and the attitudes and behaviours of professionals in the context of their organisations and healthcare teams. Qualitative research offers a variety of methods for identifying what really matters to patients and carers, detecting obstacles to changing performance, and explaining why improvement does or does not occur. The use of such methods in future studies could lead to a better understanding of how to improve quality.
580 citations
01 Sep 2004
571 citations
TL;DR: In this paper, the authors assess Lean Six Sigma to identify important advances over the last ten to 15 years and discuss emerging trends that suggest how the methodology needs to evolve and how to assist those developing improvement methodologies.
Abstract: Purpose – The purpose of this paper is to assess Lean Six Sigma to identify important advances over the last ten to 15 years and discuss emerging trends that suggest how the methodology needs to evolve. The goal is to aid those who want to use the method to improve performance as well as assist those developing improvement methodologies.Design/methodology/approach – The use and development of Lean Six Sigma is reviewed including the origins of the method, the what, why and benefits of the method, how the approach is different, the integration of Lean and Six Sigma, implementation mistakes made, lessons learned and developments needed in the future.Findings – It is found that organizations have many different improvement needs that require the objectives and methods contained in the lean and Six Sigma methodologies. It is also found that deployment and sustaining improvements are major issues that can be overcome by building a sustaining infrastructure and making improvement a business process. Critical is...
538 citations
References
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TL;DR: In this paper, the authors developed a theoretical framework that integrates institutional and network perspectives on the form and consequences of administrative innovations and found strong evidence for the importance of institutional factors in determining how innovations are defined and implemented.
Abstract: The authors thank Rakesh Khurana, Mark Shanley, and Edward Zajac for valuable comments on earlier versions of this paper. The paper has also benefited from the helpful comments of Christine Oliver and three anonymous reviewers for ASQ, as well as the editorial assistance of Linda Johanson. The following groups provided data used in this study: The AHA Hospital Research and Educational Trust, the AHA Data Survey Group, the Joint Commission on Accreditation of Health Care Organizations, and the Health Care Investment Analysts. We also thank the Baxter Foundation and the Graduate Program in Health Services Management at the Kellogg Graduate School of Management for generously funding this research. Additional support was provided by the A.C. Buehler Chair in Health Services Management at the Kellogg School. An earlier version of the paper received the 1996 West Press Best Paper Award in the Organization and Management Theory Division of the Academy of Management. This study develops a theoretical framework that integrates institutional and network perspectives on the form and consequences of administrative innovations. Hypotheses are tested with survey and archival data on the implementation of total quality management (TQM) programs and the consequences for organizational efficiency and legitimacy in a sample of over 2,700 U.S. hospitals. The results show that early adopters customize TQM practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. The findings suggest that institutional factors moderate the role of network membership in affecting the form of administrative innovations adopted and provide strong evidence for the importance of institutional factors in determining how innovations are defined and implemented. We discuss implications for theory and research on institutional processes and network effects and for the literatures on innovation adoption and total quality management.*
1,464 citations
TL;DR: In this article, the authors focus on classroom-based pedagogies of engagement, particularly cooperative and problem-based learning, and present a brief history, theoretical roots, research support, summary of practices, and suggestions for redesigning engineering classes and programs to include more student engagement.
Abstract: Educators, researchers, and policy makers have advocated student involvement for some time as an essential aspect of meaningful learning. In the past twenty years engineering educators have implemented several means of better engaging their undergraduate students, including active and cooperative learning, learning communities, service learning, cooperative education, inquiry and problem-based learning, and team projects. This paper focuses on classroom-based pedagogies of engagement, particularly cooperative and problem-based learning. It includes a brief history, theoretical roots, research support, summary of practices, and suggestions for redesigning engineering classes and programs to include more student engagement. The paper also lays out the research ahead for advancing pedagogies aimed at more fully enhancing students’ involvement in their learning.
1,342 citations
01 Apr 2006
TL;DR: In this article, the authors explore the promise organization research offers for improved management practice and how, at present, it falls short using evidence-based medicine as an exemplar, identify ways of closing the prevailing "research-practice gap" and close with guidance for researchers, educators, and managers for translating the principles governing human behavior and organizational processes into more effective management practice.
Abstract: I explore the promise organization research offers for improved management practice and how, at present, it falls short Using evidence-based medicine as an exemplar, I identify ways of closing the prevailing “research-practice gap”-- the failure of organizations and managers to base practices on best available evidence I close with guidance for researchers, educators, and managers for translating the principles governing human behavior and organizational processes into more effective management practice
835 citations
01 Jun 2002
TL;DR: Qualitative research offers a variety of methods for identifying what really matters to patients and carers, detecting obstacles to changing performance, and explaining why improvement does or does not occur, which could lead to a better understanding of how to improve quality.
Abstract: There are no easy solutions to the problem of improving the quality of care. Research has shown how difficult it can be, but has failed to provide reliable and effective ways to change services and professional performance for the better. Much depends on the perspectives of users and the attitudes and behaviours of professionals in the context of their organisations and healthcare teams. Qualitative research offers a variety of methods for identifying what really matters to patients and carers, detecting obstacles to changing performance, and explaining why improvement does or does not occur. The use of such methods in future studies could lead to a better understanding of how to improve quality.
580 citations
01 Sep 2004
571 citations