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Concurrent Implementation of Quality Improvement Programs: Coordination or Conflict?
Karolinska Institutet, Medical Management Centre.
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
Department of Public Health and Clinical Medicine, Umeå university.
Department of Public Health and Clinical Medicine, Umeå university.
2014 (English)In: International journal of health care quality assurance/MCB University Press, ISSN 0952-6862, E-ISSN 1758-6542, Vol. 27, no 3, 190-208 p.Article in journal (Refereed) Published
Abstract [en]

Purpose - Competing activities and projects can interfere with implementing new knowledge and approaches. The purpose, therefore, was to investigate processes and impact related to implementing two concurrent quality initiatives in a Swedish hospital. These were a regionally initiated, system-wide organizational learning programme called the Dynamic and Viable Organization (DVO) and a national initiative on stopping healthcare-associated and hospital-acquired infections (SHAI). Both undertakings aspired to increase staff competence in systematic improvement approaches.Design/methodology/approach - Multiple methods were applied including surveys, observations, interviews, process diaries, documents and organizational measurements. Respondents were unit managers, change facilitators and improvement team members.Findings - Even though both initiatives shared the same improvement approach, there was no strong indication that they were strategically combined to benefit each other. The initiatives existed side-by side with some coordination and some conflict. Despite absent management strategies to utilize the national SHAI initiative, positive developments in QI culture and communication were reported. The current study illustrates the inherent difficulties coordinating change initiatives, even in favourable circumstances.Research limitations/implications - The main implication is that special attention needs to be paid to competing activities during change processes, especially when launching large organizational change. A general organizational strategy on how to incrementally combine and coordinate change and development efforts might help to create a continuing organizational and quality-improvement process, and also save time and effort.Originality/value - This article addresses the lesser studied but common situation of coinciding and competing projects in organizations.

Place, publisher, year, edition, pages
2014. Vol. 27, no 3, 190-208 p.
Research subject
Quality Technology and Management
URN: urn:nbn:se:ltu:diva-12019DOI: 10.1108/IJHCQA-08-2012-0085Local ID: b1458713-fadf-4e95-bc41-452493a1d075OAI: diva2:984969

Validerad; 2014; 20140318 (andbra)

Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2016-10-19Bibliographically approved

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