{"product_id":"altering-frontiers-organizational-innovations-in-healthcare-hardback-9781786307071","title":"Altering Frontiers; Organizational Innovations in Healthcare (Hardback) 9781786307071","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eAltering Frontiers\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eOrganizational Innovations in Healthcare\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eCorinne Grenier (Edited by), C Grenier (Author), Ewan Oiry (Edited by)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9781786307071, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 3 September 2021\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e256 pages\u003cbr\u003e1 x 1 x 1 cm, 0.454 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003eHow can healthcare systems be transformed by reimagining their multiple silos to favor processes and practices that are more responsive to local, horizontal initiatives? Altering Frontiers analyzes numerous experiences, using a multidisciplinary approach, paying attention to certain actors, collectives and organizational arrangements.\u003cbr\u003e\u003cbr\u003eThrough this work, levers are identified that promote lasting transformation: recognizing the legitimacy of the practices of many who are often \"invisible\"; trusting those who know their intervention territory; investing in methodological support; taking advantage of tools and procedures such as instruments for strategic and managerial discussion; and developing the capacity to absorb innovative ideas and experiences that circulate within the environment.\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eForeword by Jean-Louis Denis: Adaptation, Trust and Methodology xi\u003cbr\u003e\u003ci\u003eJean-Louis DENIS\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eForeword by Norbert Nabet : The Challenges of Altering Frontiers: For Other More Collaborative Approaches xvii\u003cbr\u003e\u003ci\u003eNorbert NABET\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIntroduction: The Challenges of “Altering Frontiers”: The Multiple Facets of Boundaries to Cross and Articulate xxi\u003cbr\u003e\u003ci\u003eCorinne GRENIER and Ewan OIRY\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1. Innovations as Seen by Stakeholders \u003c\/b\u003e\u003cb\u003e1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIntroduction to Part 1 \u003c\/b\u003e\u003cb\u003e3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1. Recognition of Patients’ Experiential Knowledge and Co-production of Care Knowledge with Patients and Citizens in the 21st Century \u003c\/b\u003e\u003cb\u003e7\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eLuigi FLORA\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e1.1. Introduction 7\u003c\/p\u003e \u003cp\u003e1.2. From “empowerment” to the “patient revolution”, an international trend 8\u003c\/p\u003e \u003cp\u003e1.3. From paternalism to different forms of participation and partnership with patients 14\u003c\/p\u003e \u003cp\u003e1.4. Innovative practices 14\u003c\/p\u003e \u003cp\u003e1.5. Conclusion 25\u003c\/p\u003e \u003cp\u003e1.6. References 26\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2. Innovative Organizations and Professional Strategies: The Nursing Professional Space \u003c\/b\u003e\u003cb\u003e29\u003cbr\u003e\u003c\/b\u003e\u003ci\u003ePhilippe MOSSÉ\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e2.1. Introduction: experimenting experimentation 29\u003c\/p\u003e \u003cp\u003e2.2. Participatory evidence-based policy: a new conceptual framework? 31\u003c\/p\u003e \u003cp\u003e2.3. Article 51: a full-scale test 34\u003c\/p\u003e \u003cp\u003e2.3.1. Experimenting for recognition 34\u003c\/p\u003e \u003cp\u003e2.3.2. An expression of interest 36\u003c\/p\u003e \u003cp\u003e2.4. The nursing space: a controlled extension 38\u003c\/p\u003e \u003cp\u003e2.4.1. Asalée: a fragile experiment 39\u003c\/p\u003e \u003cp\u003e2.4.2. The nurse in advanced practice: spearhead or first in line 41\u003c\/p\u003e \u003cp\u003e2.5. Conclusion: new ways of doing things 46\u003c\/p\u003e \u003cp\u003e2.6. Appendix: examples of emancipatory innovations in the 1990s 47\u003c\/p\u003e \u003cp\u003e2.6.1. Nursing specialization versus the place of the manager 47\u003c\/p\u003e \u003cp\u003e2.6.2. Stubborn labor relations 48\u003c\/p\u003e \u003cp\u003e2.7. References 48\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3. Managed Communities of Practice in the Gerontology Sector: Case of a CoP of Gerontology Volunteers in Sweden \u003c\/b\u003e\u003cb\u003e51\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eBertrand PAUGET\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e3.1. Introduction 51\u003c\/p\u003e \u003cp\u003e3.2. Context and questions 52\u003c\/p\u003e \u003cp\u003e3.3. Conceptual framework 53\u003c\/p\u003e \u003cp\u003e3.3.1. Volunteering 53\u003c\/p\u003e \u003cp\u003e3.3.2. Communities of practice 53\u003c\/p\u003e \u003cp\u003e3.3.3. Managed communities of practice 54\u003c\/p\u003e \u003cp\u003e3.3.4. The interpretative framework of a piloted community of practice 55\u003c\/p\u003e \u003cp\u003e3.4. Illustrations 55\u003c\/p\u003e \u003cp\u003e3.4.1. The Swedish context 55\u003c\/p\u003e \u003cp\u003e3.4.2. A community of practice piloted in the field of gerontology 56\u003c\/p\u003e \u003cp\u003e3.5. Conclusion 58\u003c\/p\u003e \u003cp\u003e3.6. References 59\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2. Innovations on the Collective Side \u003c\/b\u003e\u003cb\u003e61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIntroduction to Part 2 \u003c\/b\u003e\u003cb\u003e63\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4. Moving from Partitioning to Transversality in Operating Rooms using Robot-assisted Surgery \u003c\/b\u003e\u003cb\u003e67\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eDelphine WANNENMACHER\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e4.1. Introduction 67\u003c\/p\u003e \u003cp\u003e4.2. The context of operating rooms mobilizing the surgical robot 68\u003c\/p\u003e \u003cp\u003e4.3. The issue of technical and non-technical skills in the context of robotic surgery 69\u003c\/p\u003e \u003cp\u003e4.4. The effects of new technologies in terms of individual and collective skills 70\u003c\/p\u003e \u003cp\u003e4.5. Viewing at the heart of robot-assisted surgery in urology 71\u003c\/p\u003e \u003cp\u003e4.5.1. A pragmatic approach to analyzing the activity of an operating theater 71\u003c\/p\u003e \u003cp\u003e4.5.2. A configuration of the operating room and an installation of the patient constrained by the surgical robot 72\u003c\/p\u003e \u003cp\u003e4.5.3. A spatiotemporal separation and limited communication between team members 74\u003c\/p\u003e \u003cp\u003e4.5.4. The impoverishment and disarticulation of individual and collective skills in the operating room, mobilizing the surgical robot 75\u003c\/p\u003e \u003cp\u003e4.6. Discussion 77\u003c\/p\u003e \u003cp\u003e4.7. References 79\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5. Clinical Poles of Activity, an Opportunity for New Cooperation Between the Actors? The Case of a Hospital \u003c\/b\u003e\u003cb\u003e81\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eChristelle HAVARD\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e5.1. Key elements and objectives of polar reform 82\u003c\/p\u003e \u003cp\u003e5.2. Improving cooperation and better articulating the logics present in the hospital: challenges and theoretical identification 83\u003c\/p\u003e \u003cp\u003e5.3. Context and methodology of the study 86\u003c\/p\u003e \u003cp\u003e5.4. Modalities of cooperation permitted by the establishment of the clinical poles 86\u003c\/p\u003e \u003cp\u003e5.4.1. The articulation actors 86\u003c\/p\u003e \u003cp\u003e5.4.2. Tools supporting articulation work 88\u003c\/p\u003e \u003cp\u003e5.4.3. The instances of exchange and articulation 90\u003c\/p\u003e \u003cp\u003e5.5. Conditions for the use of articulations 92\u003c\/p\u003e \u003cp\u003e5.6. Cooperation in a polar structure, some research avenues 94\u003c\/p\u003e \u003cp\u003e5.7. References 96\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6. Learning from Reforms Aiming to Disseminate Innovative Organizational Models: The Case of Family Medicine Groups in Quebec \u003c\/b\u003e\u003cb\u003e99\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eFrédéric GILBERT\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e6.1. Introduction 99\u003c\/p\u003e \u003cp\u003e6.2. Conceptual framework 100\u003c\/p\u003e \u003cp\u003e6.2.1. The impact of intervention precision on the ability to learn 100\u003c\/p\u003e \u003cp\u003e6.2.2. The impact of evaluations on learning capacities 101\u003c\/p\u003e \u003cp\u003e6.3. Illustration of the analytical framework: the reflexive processes related to the implantation of family medicine groups in Quebec 103\u003c\/p\u003e \u003cp\u003e6.3.1. Method and context of the study 103\u003c\/p\u003e \u003cp\u003e6.3.2. Results of the analysis 104\u003c\/p\u003e \u003cp\u003e6.4. Discussion 108\u003c\/p\u003e \u003cp\u003e6.4.1. A brief overview of intervention theory 108\u003c\/p\u003e \u003cp\u003e6.4.2. Evaluations that support rather than question 108\u003c\/p\u003e \u003cp\u003e6.4.3. Evaluations that are not well integrated into the GFM policy 110\u003c\/p\u003e \u003cp\u003e6.4.4. Improvements to increase learning potential in primary care reforms 110\u003c\/p\u003e \u003cp\u003e6.5. Conclusion 110\u003c\/p\u003e \u003cp\u003e6.6. References 111\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7. Variety and Performance of Innovative Organizational Structures: The Emergence of Territorial Support Platforms \u003c\/b\u003e\u003cb\u003e115\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eMatthieu SIBÉ, Sandrine CUEILLE and Tamara ROBERTS\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e7.1. Introduction 115\u003c\/p\u003e \u003cp\u003e7.2. Context of the study 118\u003c\/p\u003e \u003cp\u003e7.2.1. Organizational forms for the care and support to complex patients: an overview of the literature 118\u003c\/p\u003e \u003cp\u003e7.2.2. Territorial support platforms: a new organizational arrangement in the French healthcare system 119\u003c\/p\u003e \u003cp\u003e7.2.3. Context of the study, expected empirical observations on organizational forms and performance of PTAs 120\u003c\/p\u003e \u003cp\u003e7.3. Conceptual framework 122\u003c\/p\u003e \u003cp\u003e7.3.1. Analytical framework and concepts from structural contingency theory 122\u003c\/p\u003e \u003cp\u003e7.3.2. The adhocratic structural configuration: an innovative organizational form to carry out complex tasks in dynamic environments 123\u003c\/p\u003e \u003cp\u003e7.4. Empirical analysis 125\u003c\/p\u003e \u003cp\u003e7.4.1. Analysis of contingency factors (situational elements) and expected organizational form of PTAs 125\u003c\/p\u003e \u003cp\u003e7.4.2. Organizational congruence and PTAs performance 133\u003c\/p\u003e \u003cp\u003e7.5. Conclusion 136\u003c\/p\u003e \u003cp\u003e7.6. Acknowledgments 137\u003c\/p\u003e \u003cp\u003e7.7. References 137\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3. Reflective Insights on Organizational Innovations in Healthcare \u003c\/b\u003e\u003cb\u003e141\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIntroduction to Part 3 \u003c\/b\u003e\u003cb\u003e143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8. Proposals for New Approaches to Contributory Evaluation of Healthcare Pathways from Interface Organizations \u003c\/b\u003e\u003cb\u003e147\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eJessica GHELLER, Christian BOURRET and Gérard MICK\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e8.1. Introduction 147\u003c\/p\u003e \u003cp\u003e8.2. Context and research questions 148\u003c\/p\u003e \u003cp\u003e8.2.1. Background 148\u003c\/p\u003e \u003cp\u003e8.2.2. Positioning for the method 150\u003c\/p\u003e \u003cp\u003e8.2.3. Methodology 151\u003c\/p\u003e \u003cp\u003e8.3. Framework for analyzing the processes of diffusion of organizational innovations: definition and principles (conceptual framework) 152\u003c\/p\u003e \u003cp\u003e8.4. Empirical illustrations of the innovation diffusion processes supported by coordination platforms 153\u003c\/p\u003e \u003cp\u003e8.4.1. A community of “expert” stakeholders, resulting from dynamic processes of territorial construction 154\u003c\/p\u003e \u003cp\u003e8.4.2. Territory of practices as a framework for the intelligibility of processes for disseminating organizational innovations 156\u003c\/p\u003e \u003cp\u003e8.4.3. Learning process 158\u003c\/p\u003e \u003cp\u003e8.4.4. Process of building collective standards 161\u003c\/p\u003e \u003cp\u003e8.5. Conclusion 165\u003c\/p\u003e \u003cp\u003e8.5.1. Lessons 165\u003c\/p\u003e \u003cp\u003e8.5.2. Perspectives 166\u003c\/p\u003e \u003cp\u003e8.6. Acknowledgments 167\u003c\/p\u003e \u003cp\u003e8.7. References 167\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9. Innovation and Absorptive Capacity of Organizations in the Healthcare Field \u003c\/b\u003e\u003cb\u003e169\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eCorinne GRENIER and Christine DUTRIEUX\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e9.1. Introduction: absorbing to innovate 169\u003c\/p\u003e \u003cp\u003e9.2. Context and questions: the challenge of openness 170\u003c\/p\u003e \u003cp\u003e9.3. Theoretical framework: the notion of organizational absorption capacity 172\u003c\/p\u003e \u003cp\u003e9.4. Responses to the three OAC pitfalls: illustrations 175\u003c\/p\u003e \u003cp\u003e9.4.1. Entering the absorption process 175\u003c\/p\u003e \u003cp\u003e9.4.2. The quality of what is absorbed 177\u003c\/p\u003e \u003cp\u003e9.4.3. The transition from potential to realized 180\u003c\/p\u003e \u003cp\u003e9.5. Conclusion 183\u003c\/p\u003e \u003cp\u003e9.6. References 184\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10. Quality Management in Hospitals: The Two Faces of Rationalization Through Indicators \u003c\/b\u003e\u003cb\u003e187\u003cbr\u003e\u003c\/b\u003e\u003ci\u003eHugo BERTILLOT\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e10.1. Introduction: are quality indicators a managerial innovation? 187\u003c\/p\u003e \u003cp\u003e10.2. Context and issues 188\u003c\/p\u003e \u003cp\u003e10.2.1. An institutional response in the context of a confidence crisis 188\u003c\/p\u003e \u003cp\u003e10.2.2. From cautious indicators to equivocal uses 189\u003c\/p\u003e \u003cp\u003e10.3. Management tools and organizational rationalization dynamics 190\u003c\/p\u003e \u003cp\u003e10.3.1. What rationalization of professional organizations? 190\u003c\/p\u003e \u003cp\u003e10.3.2. Investigating rationalization induced by quality indicators 191\u003c\/p\u003e \u003cp\u003e10.4. A dynamic of professional rationalization? 192\u003c\/p\u003e \u003cp\u003e10.4.1. Standardization of professional practices 192\u003c\/p\u003e \u003cp\u003e10.4.2. Traceability of hospital activities 193\u003c\/p\u003e \u003cp\u003e10.4.3. The local rooting of evidence-based medicine 195\u003c\/p\u003e \u003cp\u003e10.5. A dynamic of managerial rationalization? 197\u003c\/p\u003e \u003cp\u003e10.5.1. Control and competition 197\u003c\/p\u003e \u003cp\u003e10.5.2. Rationalization and bureaucratization 199\u003c\/p\u003e \u003cp\u003e10.5.3. A certain disenchantment with the hospital world 200\u003c\/p\u003e \u003cp\u003e10.6. Conclusion: rationalizing through indicators to rationalize “softly” 202\u003c\/p\u003e \u003cp\u003e10.7. References 203\u003c\/p\u003e \u003cp\u003eList of Authors 205\u003c\/p\u003e \u003cp\u003eIndex 207\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley-ISTE","offers":[{"title":"Brand New","offer_id":52446761910552,"sku":"9781786307071","price":108.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9781786307071.jpg?v=1785113137","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/altering-frontiers-organizational-innovations-in-healthcare-hardback-9781786307071","provider":"Freshly Printed Books","version":"1.0","type":"link"}