The role of the middle manager in the implementation of evidence-based health care.
about
Service delivery in Kenyan district hospitals - what can we learn from literature on mid-level managers?Comparison of an interactive with a didactic educational intervention for improving the evidence-based practice knowledge of occupational therapists in the public health sector in South Africa: a randomised controlled trialExplaining the effects of a multifaceted intervention to improve inpatient care in rural Kenyan hospitals--interpretation based on retrospective examination of data from participant observation, quantitative and qualitative studiesRethinking capacity building for knowledge mobilisation: developing multilevel capabilities in healthcare organisations.Evaluation of the implementation of the Montreal At Home/Chez Soi project.A comparison of policy and direct practice stakeholder perceptions of factors affecting evidence-based practice implementation using concept mapping.Designing a theory-informed, contextually appropriate intervention strategy to improve delivery of paediatric services in Kenyan hospitals.Increasing research evidence in practice: a possible role for the consultant nurse.Boundary matters: clinical leadership and the distinctive disciplinary contribution of nursing to multidisciplinary care.Sustaining the pivotal organizational outcome: magnet recognition.Managerial strategies to make incentives meaningful and motivating.Importance and performance of managerial skills in the Australian aged care sector - a middle managers' perspective.Developing leadership capacity for guideline use: a pilot cluster randomized control trial.An exploration of the roles of nurse managers in evidence-based practice implementation.Human resource development in nursing: views of nurse managers and nursing staff.Management Involvement--A Decisive Condition When Implementing Evidence-Based Practice.The nurse manager's work in the hospital environment during the 1990s and 2000s: responsibility, accountability and expertise in nursing leadership.What patients do and their impact on implementation.Nurses' and midwives' clinical leadership development needs: a mixed methods study.Healthcare professionals' experiences of the implementation of integrated care pathways.Professional Talk: How Middle Managers Frame Care Workers as Professionals.Exploring HRD in two Welsh NHS Trusts: analysing the discursive resources used by senior managers.Facilitating the implementation of evidence- based practice through contextual support and nursing leadership.Barriers to clinical leadership development: findings from a national survey.The organizational social context of mental health services and clinician attitudes toward evidence-based practice: a United States national study.Implementing evidence-based practice in community mental health agencies: a multiple stakeholder analysis.Examining clinical leadership in Kenyan public hospitals through the distributed leadership lens.
P2860
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P2860
The role of the middle manager in the implementation of evidence-based health care.
description
2006 nî lūn-bûn
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2006年の論文
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2006年学术文章
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2006年学术文章
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2006年学术文章
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2006年学术文章
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2006年学术文章
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2006年学术文章
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2006年學術文章
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name
The role of the middle manager in the implementation of evidence-based health care.
@en
The role of the middle manager in the implementation of evidence-based health care.
@nl
type
label
The role of the middle manager in the implementation of evidence-based health care.
@en
The role of the middle manager in the implementation of evidence-based health care.
@nl
prefLabel
The role of the middle manager in the implementation of evidence-based health care.
@en
The role of the middle manager in the implementation of evidence-based health care.
@nl
P1476
The role of the middle manager in the implementation of evidence-based health care
@en
P2093
Sue Dopson
P356
10.1111/J.1365-2934.2005.00612.X
P407
P577
2006-01-01T00:00:00Z