Uncovering middle managers' role in healthcare innovation implementation
about
Service delivery in Kenyan district hospitals - what can we learn from literature on mid-level managers?The preferences of users of electronic medical records in hospitals: quantifying the relative importance of barriers and facilitators of an innovationProtocol: Adaptive Implementation of Effective Programs Trial (ADEPT): cluster randomized SMART trial comparing a standard versus enhanced implementation strategy to improve outcomes of a mood disorders programWhy is it so hard to implement change? A qualitative examination of barriers and facilitators to distribution of naloxone for overdose prevention in a safety net environment.Combining administrative data feedback, reflection and action planning to engage primary care professionals in quality improvement: qualitative assessment of short term program outcomes.Advancing the application of systems thinking in health: South African examples of a leadership of sensemaking for primary health care.From strategy to action: how top managers' support increases middle managers' commitment to innovation implementation in health care organizations.What are the reasons for clinical network success? A qualitative study.Implementing research results in clinical practice- the experiences of healthcare professionals.Learning from doing: the case for combining normalisation process theory and participatory learning and action research methodology for primary healthcare implementation research.The role of middle managers in tobacco control after a national smoke-free hospital campus ban.Clinical balance assessment: perceptions of commonly-used standardized measures and current practices among physiotherapists in Ontario, Canada.Designing a theory-informed, contextually appropriate intervention strategy to improve delivery of paediatric services in Kenyan hospitals.Facilitators of transforming primary care: a look under the hood at practice leadership.Improving the effectiveness of health care innovation implementation: middle managers as change agents.Developing Leadership in Managers to Facilitate the Implementation of National Guideline Recommendations: A Process Evaluation of Feasibility and UsefulnessBeyond clinical engagement: a pragmatic model for quality improvement interventions, aligning clinical and managerial priorities.How do organisational characteristics influence teamwork and service delivery in lung cancer diagnostic assessment programmes? A mixed-methods studyElaborating on theory with middle managers' experience implementing healthcare innovations in practice.The relative influence of team climate, team norms and social network norms on health professionals' implementation of a national recommendation to offer service-users diagnosed with schizophrenia family intervention therapy.Management Involvement--A Decisive Condition When Implementing Evidence-Based Practice.The importance of role sending in the sensemaking of change agent roles.What roles do middle managers play in implementation of innovative practices?Understanding middle managers' influence in implementing patient safety culture.Synthesizing Marketing, Community Engagement, and Systems Science Approaches for Advancing Translational ResearchBalancing Management and Leadership in Complex Health Systems Comment on "Management Matters: A Leverage Point for Health Systems Strengthening in Global Health".Agreement and Discrepancy Between Supervisor and Clinician Alliance: Associations with Clinicians' Perceptions of Psychological Climate and Emotional Exhaustion.Nurse middle managers contributions to patient-centred care: A 'managerial work' analysis.Strengths-Based Nursing: A Process for Implementing a Philosophy Into Practice.Professional Talk: How Middle Managers Frame Care Workers as Professionals.Barriers and facilitators of Canadian quality and safety teams: a mixed-methods study exploring the views of health care leaders.Impact of engaging middle management in practice interventions on staff support and learning culture: a quasi-experimental design.The influence of formal and informal policies and practices on health care innovation implementation: A mixed-methods analysis.Evaluating an organization-wide disparity reduction program: Understanding what works for whom and why.Associations among unit leadership and unit climates for implementation in acute care: a cross-sectional study.How do iLead? Validation of a scale measuring active and passive implementation leadership in Swedish healthcare.Communicating During Organizational Change Using Social AccountsWhen infrastructure transition and work practice redesign collideChange Communication Strategies in Public Child Welfare Organizations: Engaging the Front LineImplementation Climate and Time Predict Intensity of Supervision Content Related to Evidence Based Treatment
P2860
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P2860
Uncovering middle managers' role in healthcare innovation implementation
description
2012 nî lūn-bûn
@nan
2012年の論文
@ja
2012年論文
@yue
2012年論文
@zh-hant
2012年論文
@zh-hk
2012年論文
@zh-mo
2012年論文
@zh-tw
2012年论文
@wuu
2012年论文
@zh
2012年论文
@zh-cn
name
Uncovering middle managers' role in healthcare innovation implementation
@ast
Uncovering middle managers' role in healthcare innovation implementation
@en
type
label
Uncovering middle managers' role in healthcare innovation implementation
@ast
Uncovering middle managers' role in healthcare innovation implementation
@en
prefLabel
Uncovering middle managers' role in healthcare innovation implementation
@ast
Uncovering middle managers' role in healthcare innovation implementation
@en
P2093
P2860
P356
P1476
Uncovering middle managers' role in healthcare innovation implementation
@en
P2093
Bryan J Weiner
Sarah A Birken
Shoou-Yih Daniel Lee
P2860
P2888
P356
10.1186/1748-5908-7-28
P577
2012-04-03T00:00:00Z
P5875
P6179
1022421410