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This volume provides theory and research on organizational change and predominantly features the application of these ideas to the health care domain, broadly defined. It addresses enduring issues in advancing to an effective health care system. The aim of this book is to offer an accessible and readable text aimed at provoking thought and questioning, and aiding creativity. It proffers arguments and ideas which are firmly based in empirical data and evidence, so that the reader may make informed personal evaluations.
This book is designed to furnish a comprehensive theoretical basis for understanding organizational change in health care, as well as selected core issues of contemporary and future importance to the provision of effective care within sustainable systems. A series of coherent themes are addressed throughout the book from differing perspectives. However, every chapter has been written to standalone and be read independently. Each offers resources relevant to its' focal topic, in the form of references, case studies and critique.
Setting out a future research agenda, the book will be vital reading for organizational change researchers and practitioners in the healthcare industry.
List of contents
Part 1: Theoretical Perspectives on Organizational Change
1.Theories of Organizational Change: Transformational Change as a Developed Theory?
Louise Fitzgerald
2. The Diffusion of Innovations: The Translation and Implementation of Evidence-based Innovations
Louise Fitzgerald
3. Organization Development in Health Care: A Good Fit?
Louise Fitzgerald & Aoife M. McDermott
4. Getting Contextualizing Organizational Change: The Case of Health Care
Louise Fitzgerald
Part 2: Contemporary Issues in Changing Health Care
5. Mandated Top-down Change and the Re-structuring of Commissioning
Louise Fitzgerald
6. Organizational Change and Professionals: System Change and Professionals in Change Processes
Louise Fitzgerald
7. Patient and Provider Perspectives on Safety as a Focus of Change
Aoife M. McDermott
8. System Change - Building Networks of Health and Social Care
Louise Fitzgeral
9. HRM: A Driver and Enabler of Change
Aoife M. McDermott
Part 3: Final Themes
10. Changing Perspectives on Change
Louise Fitzgerald & Aoife M. McDermott
About the author
Louise Fitzgerald is a Visiting Professor at Saïd Business School, University of Oxford, UK.
Aoife M. McDermott is a Senior Lecturer in Human Resource Management at Cardiff University, UK.
Summary
This book is designed to furnish a comprehensive theoretical basis for understanding organizational change in health care, as well as selected core issues of contemporary and future importance to the provision of effective care within sustainable systems.
Additional text
"... the authors do offer some important recommendations (Chapter 10). First, those who trumpet the need for ‘transformational’ and ‘disruptive’ change should familiarise themselves with the substantial evidence base against this approach and learn the advantages of what they call ‘accumulative change processes’ — humbler, less radical efforts that aim not to disrupt or destroy the complex infrastructure that forms the fabric of our healthcare organisations."
Trisha Greenhalgh, Nuffield Department of Primary Care Health Sciences, University of Oxford, British Journal of General Practice
