Adopting a management innovation in a professional organization. Issue 5 (7th September 2015)

• Record Type: Journal Article
• Authors: Hellström, Andreas; Lifvergren, Svante; Gustavsson, Susanne; Gremyr, Ida
• Is Part Of: Business process management journal. Volume 21:Issue 5(2015)
• Page Start: 1186
• Page End: 1203
• Publication Date: 2015-09-07
• Subjects: Industrial management -- Periodicals; Reengineering (Management) -- Periodicals; Total quality management -- Periodicals; 658.4063
• DOI: 10.1108/BPMJ-05-2014-0041
• Languages: English
• ISSNs: 1463-7154

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – The purpose of this paper is to study critical practices when adopting improvement knowledge as a management innovation in a professional organization. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – This paper is based on an action research approach, in which practitioners and researchers are seen as a part of a participative community generating actionable knowledge. Research involved gathering data over a five-year period through more than 250 interviews and 25 focus groups. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – This paper identifies five critical practices for adopting a management innovation in a professional context: first, focussing on labeling and theorizing to create an organization's own vocabulary; second, focussing on the role of internal change agents; third, allowing for an evolutionary adoption process; fourth, building new professional competence through the change agents; and fifth, adopting a research-driven approach to the adoption of a management innovation. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – For healthcare practitioners, this paper points to practices to consider when adopting improvement knowledge – for example, identifying the patient as the guiding principle and encouraging involvement and local change initiatives. For practitioners in other professionally driven organizations, this paper identifies critical practices for adopting a management innovation – for example, focussing on theorizing and labeling in order to create an organization's own vocabulary related to the professional context. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – On a generic level, this paper contributes to the understanding of critical aspects when adopting management innovations in a professional organization. In a healthcare context, this paper points to the value of improvement knowledge for improving quality of care. Improvement knowledge is relatively new in healthcare, and this study provides an example of a hospital in which this management innovation helped transform the organization.</p> </sec> </abstract>