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Journal articles on the topic 'Organisational Policy'

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Published: 4 June 2021

Last updated: 1 February 2022

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1

Nwanzu, Chiyem Lucky, and Sunday Samson Babalola. "Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem." Sustainability 11, no. 12 (June 22, 2019): 3440. http://dx.doi.org/10.3390/su11123440.

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This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisat

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Sheaff, Rod, Joyce Halliday, Mark Exworthy, Alex Gibson, Pauline W. Allen, Jonathan Clark, Sheena Asthana, and Russell Mannion. "Repositioning the boundaries between public and private healthcare providers in the English NHS." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 776–90. http://dx.doi.org/10.1108/jhom-12-2018-0355.

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Purpose Neo-liberal “reform” has in many countries shifted services across the boundary between the public and private sector. This policy re-opens the question of what structural and managerial differences, if any, differences of ownership make to healthcare providers. The purpose of this paper is to examine the connections between ownership, organisational structure and managerial regime within an elaboration of Donabedian’s reasoning about organisational structures. Using new data from England, it considers: how do the internal managerial regimes of differently owned healthcare providers di

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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.

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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeac

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Colbran, Richard, Robyn Ramsden, Karen Stagnitti, and Samantha Adams. "Measures to assess the performance of an Australian non-government charitable non-acute health service: A Delphi Survey of Organisational Stakeholders." Health Services Management Research 31, no. 1 (August 17, 2017): 11–20. http://dx.doi.org/10.1177/0951484817725681.

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Organisation performance measurement is relevant for non-profit charitable organisations as they strive for security in an increasingly competitive funding environment. This study aimed to identify the priority measures and indicators of organisational performance of an Australian non-government charitable organisation that delivers non-acute health services. Seventy-seven and 59 participants across nine stakeholder groups responded to a two-staged Delphi technique study of a case study organisation. The stage one questionnaire was developed using information garnered through a detailed review

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Štrukelj, Tjaša, Jelena Nikolić, Dejana Zlatanović, and Simona Sternad Zabukovšek. "A Strategic Model for Sustainable Business Policy Development." Sustainability 12, no. 2 (January 10, 2020): 526. http://dx.doi.org/10.3390/su12020526.

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Growing importance of sustainable development, corporate social responsibility and business ethics requires various types of contemporary organisations innovation. This research assesses the problem related to business policy innovation (BPI), which represents organisational governance determination. The main purpose of the paper is to qualitatively and quantitatively present a new, requisitely holistic strategic model of the soft factors influencing BPI, which interdependently incorporates changes in organisational values, culture and business ethics, as well as stakeholders’ interests reconc

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Eljiz, Kathy, David Greenfield, John Molineux, and Terry Sloan. "How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”." Journal of Health Organization and Management 32, no. 1 (March 19, 2018): 135–43. http://dx.doi.org/10.1108/jhom-09-2017-0244.

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Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the “deep smarts” model, the purpose of this paper is to examine these issues. Design/methodology/approach The “deep smarts” model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service provide

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Dar, Sadhvi. "Negotiating Autonomy." Journal of Health Management 9, no. 2 (May 2007): 161–88. http://dx.doi.org/10.1177/097206340700900202.

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This article is a contribution to the under-researched but growing literature relating organisational theory to non-governmental organisations (NGOs). Many developmental academics and practitioners have highlighted the imposition of Northern ideas and values on Southern NGOs as inherently colonial, patronising and leading to minimal grassroots autonomy (Crush 1995; Escobar 1995; Ferguson 2003[1990]; Hobart 1993). While acknowledging this, the present article analyses the diffusion of Northern managerialism on Southern ways of working with special reference to how Southern NGOs are pressured to

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Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.

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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in th

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FRIESENDORF, CORNELIUS. "Police assistance as foreign policy: Explaining donor practices." Review of International Studies 42, no. 2 (September 21, 2015): 377–400. http://dx.doi.org/10.1017/s0260210515000297.

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AbstractPolice assistance is an important, albeit understudied aspect of foreign policy. While many scholars have studied international and transnational policing, it remains largely unknown why donor police forces often support their colleagues in fragile states in different ways. This article discusses a variety of potential explanations of police assistance: a domestic rational actor model; a constructivist focus on international norms; and theories on the use of force by democracies. While all of these explanations are relevant, this article shows that they remain incomplete without studyi

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Gurney, Robert. "Constructing professional and organisational fields." Leadership in Health Services 29, no. 1 (February 1, 2016): 111–14. http://dx.doi.org/10.1108/lhs-11-2015-0037.

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Purpose – The purpose of this paper is to fill an apparent gap in the literature addressing issues of leadership and change – the development and activities of constructing and leading sports sciences and medicine professions, and similarly, the construction and leadership of multidisciplinary/inter-disciplinary organisations that practice sports sciences and medicine. Design/methodology/approach – This study incorporated explorations through conducting both interviews and survey questionnaires with members of Sports Medicine Australia (SMA). The interviews (qualitative) were semi-structured a

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Boateng, Francis D., and Guangzhen Wu. "Perception of police officer effectiveness in China: Does organisational support matter?" Police Journal: Theory, Practice and Principles 93, no. 3 (July 21, 2019): 229–47. http://dx.doi.org/10.1177/0032258x19862015.

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The primary objective of this study is to examine the influence of officers’ perceptions of organisational support on their perceived effectiveness in China. The study also examined demographic differences in how Chinese police officers perceived the support they receive from the police organisation. To achieve these objectives, the present study surveyed and analysed data obtained from 271 officers who were conveniently selected from one of the two major national police universities in China. Findings from the analysis revealed that officers’ perception of organisational support and their eff

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Bolsin, Stephen, Jenny Carter, Aileen Kitson, Donna Walter, and Stephen Roberts. "Clinical engagement: a new concept or common sense all round?" Australian Health Review 43, no. 4 (2019): 392. http://dx.doi.org/10.1071/ah18010.

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Clinical engagement has supplemented clinical governance in healthcare to strengthen the contribution of medical professionals to the assessment of clinical outcomes for patients. Assessments of clinical engagement have, until now, been qualitative; this case study introduces the concept of quantitative assessment of clinical engagement by measuring the number of patients managed according to specialist society guidelines. Such an assessment engages all staff (medical, nursing, allied health and pharmacy) involved in patients receiving treatment according to such guidelines and provides an ass

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Ladner, Jane. "Policy implementation in the public sector." Journal of Organizational Ethnography 5, no. 3 (October 10, 2016): 317–32. http://dx.doi.org/10.1108/joe-07-2016-0014.

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Purpose The purpose of this paper is to compare the plausibility and criticality of two methods of evaluating the implementation of a new government policy within a public service organisation, and to examine the power relations revealed in each evaluation and the social realities of the membership. Design/methodology/approach Two contrasting approaches to research, based on different theoretical perspectives, were undertaken simultaneously to provide a critical account of an organisation, and its membership, undergoing an externally imposed transformation to improve child protection procedure

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Aitken, Kim, and Kathryn von Treuer. "Organisational and leadership competencies for successful service integration." Leadership in Health Services 27, no. 2 (April 28, 2014): 150–80. http://dx.doi.org/10.1108/lhs-08-2012-0028.

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Purpose – The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform. Design/methodology/approach – The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the k

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Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.

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Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the natur

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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.

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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure

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Boudioni, Markella, Susan McLaren, and Graham Lister. "Patient empowerment: Its implementation and systems within hospitals in England and Greece." Health Services Management Research 31, no. 4 (January 29, 2018): 180–94. http://dx.doi.org/10.1177/0951484817752628.

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Introduction International health policies recognise patient empowerment, resulting in diverse empowerment models and systems. Research on organisational systems for implementing patient empowerment between countries or from organisational stakeholders’ perspective, however, is limited. Aims and methodology: This paper explores and compares organisational systems and structures for patient empowerment implementation in six acute public hospitals in England and Greece (three in each country), their cross-case and cross-national similarities and differences. It uses a comparative, qualitative, e

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England, Ian, Don Stewart, and Sue Walker. "Information technology adoption in health care: when organisations and technology collide." Australian Health Review 23, no. 3 (2000): 176. http://dx.doi.org/10.1071/ah000176.

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The implementation of advanced information systems is enabling great social and organisational changes. However,health care has been one of the slowest sectors to adopt and implement information technology (IT). This paperinvestigates why this is so, reviewing innovation diffusion theory and its application to both health organisations andinformation technology. Innovation diffusion theory identifies variables that influence the 'innovativeness' oforganisations and the rate at which a technology diffuses. When analysed, these variables show why ITimplementation has progressed at a slower rate

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Rödder, Simone. "Organisation matters: towards an organisational sociology of science communication." Journal of Communication Management 24, no. 3 (March 12, 2020): 169–88. http://dx.doi.org/10.1108/jcom-06-2019-0093.

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PurposeThis paper looks at science communication through an organisational lens with the aim of assessing the relevance of different organisational forms for science communication.Design/methodology/approachThe paper explores science communication in different organisational forms. Based on conceptual considerations and by reviewing existing empirical literature, the paper selects and compares three organisational forms of science communication: the editorial office of a daily newspaper, the press office of a university and the Science Media Centre.FindingsThe paper shows the relevance of orga

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Murphy, Peter, Paresh Wankhade, and Katarzyna Lakoma. "The strategic and operational landscape of emergency services in the UK." International Journal of Emergency Services 9, no. 1 (August 26, 2019): 69–88. http://dx.doi.org/10.1108/ijes-12-2018-0062.

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Purpose The organisational and service delivery landscape of the emergency services in the UK has been rapidly changing and is facing further change in the foreseeable future. The purpose of this paper is to examine recent and ongoing organisational changes in the policy development, service delivery and regulatory landscape of the emergency services, in order to capture the overall picture and potential opportunities for improvement or further investigation. Design/methodology/approach This general review utilises the characteristics of the three domains of a national framework, namely, polic

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Bloor, Geoffrey. "Organisational culture, organisational learning and total quality management: A literature review and synthesis." Australian Health Review 22, no. 3 (1999): 162. http://dx.doi.org/10.1071/ah990162.

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As health services face increasing pressure to meet the expectations of different stakeholders,they must continuously improve and learn from their experience. Many fail in attempts at continuous improvement programs because managers have not understood the complexity of making changes in organisations with multiple subcultures and interests. This article examines the related concepts of organisational culture, organisational learning and total quality management and shows how a synthesis of this knowledge can assist in develop ingcontinuous organisational learning and improvement.

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Edmonstone, John Duncan. "Organisational learning." Leadership in Health Services 31, no. 4 (October 1, 2018): 434–40. http://dx.doi.org/10.1108/lhs-08-2017-0050.

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Purpose The understanding of “organisations” has changed fundamentally from seeing them as concrete entities to viewing them as communities of meaning. Mature adults in healthcare learn best when addressing pressing problems in company of their peers. Healthcare is unlike other sectors because of the emotional labour which is part of the experience of clinical staff. Absorptive capacity offers a conceptual model for viewing organisational learning and the encouragement of systemic eloquence can be enabled through a variety of approaches, provided they are designed and delivered as part of a we

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Burdett, F. J., and M. G. Bradford. "An Organisational Approach to Analysis of Policy Innovation by Local Authorities in Britain: The Importance of the Concepts of Scrutiny, Conflict, and Centralisation." Environment and Planning C: Government and Policy 6, no. 2 (June 1988): 159–72. http://dx.doi.org/10.1068/c060159.

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In this paper an organisational approach is used to study the timing, duration, and outcome of the policymaking on public provision of local authorities. The organisation is considered as an intervening analytical level that bridges the gap between the effect of individual actors and that of the structure of society on the geography of public provision. Drawing on the literature of organisation theory, we analyse the effects of processes within organisations to help explain variation in public provision between authorities. The separate and combined effects of three major organisational concep

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McEwan, Alexandra B., Komla Tsey, Janya McCalman, and Helen J. Travers. "Empowerment and change management in Aboriginal organisations: a case study." Australian Health Review 34, no. 3 (2010): 360. http://dx.doi.org/10.1071/ah08696.

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The social organisation of work, management styles and social relationships in the workplace all matter for health. It is now well recognised that people who have control over their work have better health and that stress in the workplace increases the level of disease. In the context of organisational change, the potential benefits of empowerment strategies are two-fold: a positive impact on the organisation’s effectiveness and enhancements in staff health, wellbeing and sense of control. This case study describes the University of Queensland Empowerment Research Program’s experience working

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Rashford, Nicholas S., and David Coghlan. "Integrating Organisational Behaviour and Business Policy through Organisational Levels." Leadership & Organization Development Journal 10, no. 1 (January 1989): 3–8. http://dx.doi.org/10.1108/eum0000000001129.

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Wiseman, Ndlovu, H. Ngirande, TS Setati, JJ Zaaiman, and MP Rachidi. "An Investigation On The Dominant And Preferred Organisational Culture Construct At A Selected Higher Education Institution In South Africa." Review of Social Sciences 1, no. 6 (June 29, 2016): 01. http://dx.doi.org/10.18533/rss.v1i6.38.

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<p>The aim of the study was to investigate the dominant and preferred organisational culture at a higher education institution in South Africa and how organisational culture influences the organisational behaviour. The study employed a quantitative research design and 30 employees were randomly selected from two groups of non-academic and academic staff members of a selected school at the institution. A structured questionnaire was utilised to solicit information regarding the dominant and preferred organisational culture at the institution from the participants. The Statistical Package

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Rodwell, John, and Andre Gulyas. "Psychological contract breach among allied health professionals." Journal of Health Organization and Management 29, no. 3 (May 18, 2015): 393–412. http://dx.doi.org/10.1108/jhom-05-2013-0107.

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Purpose – Allied health professionals are vital for effective healthcare yet there are continuing shortages of these employees. Building on work with other healthcare professionals, the purpose of this paper is to investigate the influence of psychological contract (PC) breach and types of organisational justice on variables important to retention among allied health professionals: mental health and organisational commitment. The potential effects of justice on the negative outcomes of breach were examined. Design/methodology/approach – Multiple regressions analysed data from 113 allied health

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Viitala, Riitta. "Leadership in transformation: a longitudinal study in a nursing organization." Journal of Health Organization and Management 28, no. 5 (September 9, 2014): 602–18. http://dx.doi.org/10.1108/jhom-02-2014-0032.

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Purpose – Not only does leadership produce changes, but those changes produce leadership in organisations. The purpose of this paper is to present a theoretical and empirical analysis of the transformation of leadership at two different historical points in a health care organisation. It leans on the perspective of social constructionism, drawing especially from the ideas of Berger and Luckmann (1966). The paper seeks to improve understanding of how leaders themselves construct leadership in relation to organisational change. Design/methodology/approach – The empirical material was gathered in

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Hanson, Kara, Edwine Barasa, Ayako Honda, Warisa Panichkriangkrai, and Walaiporn Patcharanarumol. "Strategic Purchasing: The Neglected Health Financing Function for Pursuing Universal Health Coverage in Lowand Middle-Income Countries Comment on "What’s Needed to Develop Strategic Purchasing in Healthcare? Policy Lessons from a Realist Review"." International Journal of Health Policy and Management 8, no. 8 (May 29, 2019): 501–4. http://dx.doi.org/10.15171/ijhpm.2019.34.

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Sanderson et al’s realist review of strategic purchasing identifies insights from two strands of theory: the economics of organisation and inter-organisational relationships. Our findings from a programme of research conducted by the RESYST (Resilient and Responsive Health Systems) consortium in seven countries echo these results, and add to them the crucial area of organisational capacity to implement complex reforms. We identify key areas for policy development. These are the need for: (1) a policy design with clearly delineated responsibilities; (2) a task network of organisations to engage

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Dunk, Alan S., and Saeed J. Roohani. "Technology Policy, Task Uncertainty and Organisational Performance." Journal of Management & Organization 4, no. 1 (January 1998): 1–13. http://dx.doi.org/10.1017/s1833367200005770.

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AbstractFactors influencing organisational performance have attracted attention, both in the literature and in practice, as a means of responding to increasing market competition. One factor that may enhance performance is a technology policy and a number of organisations have implemented such policies. Technology policy proponents argue that a society's capacity for sustained technological innovation is crucial to its economic well being. The primary purpose of the present paper is to investigate the extent to which organisational performance is influenced by the use of a technology policy. S

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Dunk, Alan S., and Saeed J. Roohani. "Technology Policy, Task Uncertainty and Organisational Performance." Journal of the Australian and New Zealand Academy of Management 4, no. 1 (January 1998): 1–13. http://dx.doi.org/10.5172/jmo.1998.4.1.1.

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AbstractFactors influencing organisational performance have attracted attention, both in the literature and in practice, as a means of responding to increasing market competition. One factor that may enhance performance is a technology policy and a number of organisations have implemented such policies. Technology policy proponents argue that a society's capacity for sustained technological innovation is crucial to its economic well being. The primary purpose of the present paper is to investigate the extent to which organisational performance is influenced by the use of a technology policy. S

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Schultz, Tim, Jodie Shoobridge, Gill Harvey, Libby Carter, and Alison Kitson. "Building capacity for change: evaluation of an organisation-wide leadership development program." Australian Health Review 43, no. 3 (2019): 335. http://dx.doi.org/10.1071/ah17158.

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Objective This study evaluated Leading 4 Change, a change leadership development program designed to support healthcare middle managers through a period of significant organisational change and enhance workplace resilience. Methods A mixed methods evaluation was conducted within the program’s framework of a quality improvement activity. Quantitative measures were participant responses (n=160) to online questionnaires, which were compared before and after the program, using an uncontrolled pre-post study design. Four questionnaires were used: Resilience @ Work, General Self-Efficacy, the 11-ite

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Kozlowska, Olga, Gemma Seda Gombau, and Rustam Rea. "Leadership for integrated care: a case study." Leadership in Health Services 33, no. 2 (February 3, 2020): 125–46. http://dx.doi.org/10.1108/lhs-09-2019-0066.

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Purpose Integration of health services involves multiple interdependent leaders acting at several levels of their organisation and across organisations. This paper aims to explore the complexities of leadership in an integrated care project and aims to understand what leadership arrangements are needed to enable service transformation. Design/methodology/approach This case study analysed system and organisational leadership in a project aiming to integrate primary and specialist care. To explore the former, the national policy documents and guidelines were reviewed. To explore the latter, the

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Ritchie, David. "Managing the gap: Balancing advances in technology with advances in management practice." Australian Health Review 20, no. 1 (1997): 53. http://dx.doi.org/10.1071/ah970053.

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Expenditure on information systems is widely anticipated to lead to improvedmanagement of health care resources. Despite large investments in hardware andsoftware, these expectations are difficult to realise. Part of the difficulty lies in themanner in which information systems are applied to, rather than integrated within,organisations. This paper considers some of the personal and organisational issues thatneed to be addressed to ?manage the gap? in balancing advances in informationtechnology with advances in management practice. The issues identified are consistentwith the concept of a lear

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Šćepanović, Vera, and Antonio Martín Artiles. "Dual training in Europe: a policy fad or a policy turn?" Transfer: European Review of Labour and Research 26, no. 1 (February 2020): 15–26. http://dx.doi.org/10.1177/1024258919898317.

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Since the start of the global financial crisis Europe has experienced a new enthusiasm for dual vocational education and training (VET). The EU itself has actively promoted the benefits of dual VET to its members, offering financial and organisational support for the introduction of apprenticeships into the formal educational systems. However, while dual VET is widely considered to be a valuable tool for easing the transition into the labour market for young people, it is also a form of skill formation that requires a lot of coordination not only between the schools and firms that carry out th

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Kearns, Dan, Paul McCarthy, and Michael Sheehan. "Organisational Restructuring: Considerations for Workplace Rehabilitation Professionals." Australian Journal of Rehabilitation Counselling 3, no. 1 (1997): 21–29. http://dx.doi.org/10.1017/s1323892200001587.

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Organisational restructuring is a pervasive strategy employed by organisations in Australia in response to changes in market competition and/or policy directives. Such restructuring often involves staff redundancies and increased demands on the remaining employees. This paper identifies important issues for workplace rehabilitation programs in response to this phenomenon of organisational restructuring. The paper notes the impact of organisational restructuring on clients in workplace rehabilitation programs and the types of issues rehabilitation professionals are likely to face at this time.

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Beyers, Jan. "Policy Issues, Organisational Format and the Political Strategies of Interest Organisations." West European Politics 31, no. 6 (November 2008): 1188–211. http://dx.doi.org/10.1080/01402380802372654.

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Bhuiyan, Faruk, Kevin Baird, and Rahat Munir. "The association between organisational culture, CSR practices and organisational performance in an emerging economy." Meditari Accountancy Research 28, no. 6 (April 20, 2020): 977–1011. http://dx.doi.org/10.1108/medar-09-2019-0574.

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Purpose This study aims to investigate the influence of organisational culture, specifically O’Reilly et al.’s (1991) six dimensions of the organisational culture profile (respect for people, outcome orientation, team orientation, innovation, attention to detail and stability) on corporate social responsibility (CSR) practices and the subsequent impact of CSR practices on organisational performance from the context of an emerging economy. Design/methodology/approach The study used a survey of middle- and higher-level managers in Bangladeshi organisations to develop a seven-dimensional model of

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Delaney, Lori. "The challenges of an integrated governance process in healthcare." Clinical Governance: An International Journal 20, no. 2 (April 7, 2015): 74–81. http://dx.doi.org/10.1108/cgij-02-2015-0005.

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Purpose – Dysfunctional governance processes have contributed to catastrophic healthcare system failures due to discordance between clinical and corporate governance processes. The emergence of an integrated governance approach endeavours to overcome the traditional boundaries between corporate and clinical governance systems, to enhance understanding and transparency in the organisations approach to service provision. The purpose of this paper is to discusses the attributes of an integrated governance approach and its contribution to enhancing service delivery. Design/methodology/approach – T

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Szydło, Joanna, and Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study." Sustainability 12, no. 4 (February 18, 2020): 1522. http://dx.doi.org/10.3390/su12041522.

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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of

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Sheehy, Benedict, and Federica Farneti. "Corporate Social Responsibility, Sustainability, Sustainable Development and Corporate Sustainability: What Is the Difference, and Does It Matter?" Sustainability 13, no. 11 (May 25, 2021): 5965. http://dx.doi.org/10.3390/su13115965.

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The terms “corporate social responsibility” (CSR), “sustainability”, “sustainable development” and “corporate sustainability” (CS) are critical terms for developing, analysing and evaluating public and private policy goals. These terms are used to make decisions about investment, policy development, and strategy creation. The terms emerged in different fields of endeavour at different points in time. Accordingly, they have different meanings; however, over time they have come to be used interchangeably mixing up policy agendas, confusing managers, regulators, activists and the public at large.

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Beattie, Alastair, and Birju Bartoli. "Organisational intelligence and successful change in NHS organisations." British Journal of Healthcare Management 26, no. 3 (March 2, 2020): 78–83. http://dx.doi.org/10.12968/bjhc.2019.0060.

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Change or transformation projects within the NHS can range from an extensive organisational change, such as a new clinical model, to altered clinical processes or even the development and implementation of a new IT system. However, it is common for such projects to fail. The authors of this article used both experience and multidisciplinary group reflection to produce a Venn diagram showing the interactions between three ‘intelligences’ – intellectual, emotional and organisational – and why the use of all three together is essential to successful change projects. Organisational intelligence is

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Guthrie, Lachlan, Casey Furlong, and Saman De Silva. "Capturing different perspectives on integrated urban water management issues." Water Policy 22, no. 2 (March 16, 2020): 252–75. http://dx.doi.org/10.2166/wp.2020.200.

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Abstract Integrated urban water management (IUWM) involves a complex web of organisational interactions. Each organisation has its own priorities and unique perceptions of problems. This study offers two contributions to the research on this topic. First, 14 major issues in IUWM infrastructure planning were determined through industry consultation and a literature review. Second, an industry survey investigated which issues were most important to which organisations, and results show significant differences across organisational types. While there were significant differences between organisat

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Prætorius, Thim. "Improving care coordination using organisational routines." Journal of Health Organization and Management 30, no. 1 (March 21, 2016): 85–108. http://dx.doi.org/10.1108/jhom-07-2013-0141.

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Purpose – The purpose of this paper is to systematically apply theory of organisational routines to standardised care pathways. The explanatory power of routines is used to address open questions in the care pathway literature about their coordinating and organising role, the way they change and can be replicated, the way they are influenced by the organisation and the way they influence health care professionals. Design/methodology/approach – Theory of routines is systematically applied to care pathways in order to develop theoretically derived propositions. Findings – Care pathways mirror ro

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Hindle, Don, and Tserendorj Natsagdorj. "Treating organisational illness: a practical approach to facilitating improvements in health care." Australian Health Review 25, no. 6 (2002): 171. http://dx.doi.org/10.1071/ah020171a.

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The health sector contains many problems that are widely recognised and ought to be easily resolved, and yet some organisations seem to be powerless to act. We argue that this mainly reflects weaknesses in the organisational culture, and present an approach that we have been using to address them. We describe some simple analytical tools, and report our experiences in using them in organisations in several countries. We conclude that most people believe organisational weaknesses are important, are willing and eager to try to address them, and do in fact find ways of making some useful changes

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Agbesi, Kwaku, Frank D. Fugar, and Theophilus Adjei-Kumi. "Modelling the adoption of sustainable procurement in construction organisations." Built Environment Project and Asset Management 8, no. 5 (November 12, 2018): 461–76. http://dx.doi.org/10.1108/bepam-10-2017-0108.

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Purpose The adoption of sustainable procurement in construction clients’ organisation remains a difficult concept. Current research of sustainable procurement adoption studies fails to focus on a multi-stage adoption process. The purpose of this paper is to develop an organisational adoption model in a multi-stage process for the adoption of sustainable procurement in construction. Design/methodology/approach The paper developed an organisational adoption model. The model was tested against data obtained from survey administered to 193 respondents of central and local government institutions w

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Jones, Lorelei, Linda Pomeroy, Glenn Robert, Susan Burnett, Janet E. Anderson, Stephen Morris, Estela Capelas Barbosa, and Naomi J. Fulop. "Explaining organisational responses to a board-level quality improvement intervention: findings from an evaluation in six providers in the English National Health Service." BMJ Quality & Safety 28, no. 3 (October 31, 2018): 198–204. http://dx.doi.org/10.1136/bmjqs-2018-008291.

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BackgroundHealthcare systems worldwide are concerned with strengthening board-level governance of quality. We applied Lozeau, Langley and Denis’ typology (transformation, customisation, loose coupling and corruption) to describe and explain the organisational response to an improvement intervention in six hospital boards in England.MethodsWe conducted fieldwork over a 30-month period as part of an evaluation in six healthcare provider organisations in England. Our data comprised board member interviews (n=54), board meeting observations (24 hours) and relevant documents.ResultsTwo organisation

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Millar, Ross, and Helen Dickinson. "Planes, straws and oysters: the use of metaphors in healthcare reform." Journal of Health Organization and Management 30, no. 1 (March 21, 2016): 117–32. http://dx.doi.org/10.1108/jhom-11-2013-0242.

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Purpose – The purpose of the paper is to examine the metaphors used by senior managers and clinicians in the delivery of healthcare reform. Design/methodology/approach – A study of healthcare reform in England carried out a series of semi structured interviews with senior managers and clinicians leading primary and secondary care organisations. Qualitative data analysis examines instances where metaphorical language is used to communicate how particular policy reforms are experienced and the implications these reforms have for organisational contexts. Findings – The findings show how metaphori

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Dellmuth, Lisa Maria, and Jonas Tallberg. "Advocacy Strategies in Global Governance: Inside versus Outside Lobbying." Political Studies 65, no. 3 (April 5, 2017): 705–23. http://dx.doi.org/10.1177/0032321716684356.

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As political authority shifts to the global level, non-governmental organisations (NGOs) increasingly attempt to influence policy-making within international organisations (IOs). This article examines the nature and sources of non-governmental organisations’ advocacy strategies in global governance. We advance a twofold theoretical argument. First, non-governmental organisation advocacy can be described in terms of inside and outside strategies, similar to interest group lobbying in American and European politics. Second, non-governmental organisations’ chosen combination of inside and outside

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Arora, Karishma Sethi. "An analysis of organisational culture and its application to planned change, patient safety and medical error reduction." British Journal of Healthcare Management 27, no. 9 (September 2, 2021): 248–54. http://dx.doi.org/10.12968/bjhc.2020.0125.

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This narrative review provides an in-depth analysis of the construct and dimensions of organisational culture in the specific context of healthcare settings. It explores popular frameworks that can be used to identify and facilitate change in organisational culture. Acknowledging the crucial impact of organisational culture on patient safety, this article demonstrates the cultural underpinnings of medical error reduction. The author emphasises the importance of culturally-sensitive implementation of change interventions and advocates for patient safety approaches occurring at systemic and orga

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