Technology Innovation in a Small Rural Hospital

2005 ◽  
pp. 71-86
Author(s):  
Sheila K. McGinnis ◽  
Carla Wiggins ◽  
Kenneth Trimmer ◽  
Lela Pumphrey
Keyword(s):  
Information Technologies ◽  
Technology Innovation ◽  
Strategic Change ◽  
Change Leadership ◽  
Managerial Discretion ◽  
Management Team ◽  
Rural Hospital ◽  
Strategic Information ◽  
It Innovation

This case study illustrates how the leaders of a small, rural hospital were able to successfully introduce and institutionalize a strategic change in information technologies. Our work briefly reviews strategic change leadership and common theories of innovation and governance. We then present a case study investigating how a hospital’s top management team used managerial discretion to create and institutionalize a strategic information technology (IT) innovation.

scholarly journals Leadership and change implementation in a Russian context

2018 ◽  
Vol 44 (1) ◽  
pp. 5-16 ◽  
Author(s):  
Frank Levene ◽  
Malcolm Higgs
Keyword(s):  
Leadership Style ◽  
Strategic Change ◽  
Change Leadership ◽  
Leadership Theory ◽  
Change Implementation ◽  
Relational Leadership ◽  
Effective Change ◽  
Directive Style ◽  
Leadership And Change

Leadership literature suggests that the transfer of leadership theory to non-US/Anglo-centric cultures may lead to findings that are different from current ones. Indeed, it is proposed that a dominant national culture will impact both the enacted leadership style and the followers’ expectations and acceptance of such a leadership style. Within the emerging literature on relational and change leadership, there is little consideration of the differing impact of leader behaviours in non-Western cultures. This study addresses both these gaps, through a case study that explores leadership styles and strategic change implementation within a Russian context that is seen as being directive and autocratic. The nature and impact of leadership in the context of change in Russian organizations is explored in this article, using a case-study design. Based on 20 interviews conducted in three organizations, we report findings which suggest, in a Russian context, that a more relational leadership style is more effective, and more likely to be accepted by followers, in implementing strategic change than a more ‘typical’ autocratic and directive style. The article contributes to leadership theory by providing clear empirical evidence of the value of a relational style in non-Western settings in ensuring effective change implementation.

Leadership and Strategic Change under Ambiguity

1996 ◽  
Vol 17 (4) ◽  
pp. 673-699 ◽  
Author(s):  
Jean-Louis Denis ◽  
Ann Langley ◽  
Linda Cazale ◽  
Jean-Louis Denis ◽  
Linda Cazale ◽  
...  
Keyword(s):  
Strategic Change ◽  
Collaborative Leadership ◽  
Radical Change ◽  
Leadership Roles ◽  
Linear Pattern ◽  
Effective Change ◽  
Leadership Group ◽  
Political Realignment ◽  
University Affiliation

This paper draws on a case study of a large public hospital to examine the processes of leadership and strategic change in organizations where goals are unclear and authority is fluid and ambiguous. The case history describes the evolution of leadership roles during a period of radical change in which a general hospital acquires a university affiliation while moving towards a more integrated form of management. The study traces the tactics used by members of the leadership group to stimulate change, and the corresponding impact of these tactics on both the progress of change and on leadership roles themselves. It is suggested that strategic change in these organizations requires collaborat ive leadership involving constellations of actors playing distinct but tightly-knit roles. Yet, collaborative leadership is fragile and can easily disintegrate due to intemal conflict or to discreditation associated with more unpopular (although potentially effective) change tactics. Thus, under ambiguity, radical trans formations may tend to occur in a cyclical non-linear pattern with periods of substantive change alternating with periods of political realignment. The paper concludes with a series of five propositions concerning the collaborative, cyc lical, interpretative, and entropic nature of leadership and strategic change pro cesses under ambiguity.

scholarly journals Automation possibilities in a low rotation warehouse of a Belgian manufacturing plant. A case study

2019 ◽  
Vol 290 ◽  
pp. 02006
Author(s):  
Anca Mocan ◽  
Anca Draghici
Keyword(s):  
Management Team ◽  
Management Teams ◽  
Manufacturing Plant ◽  
Health Statistics ◽  
Doing Business ◽  
Investment Cost ◽  
Total Investment ◽  
The Cost ◽  
Best Fit

Lack of appropriate warehouse ergonomics is one of the leading causes of worker injuries in industry environments. As management teams are trying to reduce the cost of doing business, they look to worker’s health statistics and realize they must improve their way of operating. The paper presents a warehouse analysis done at the request of the management team of a Belgian manufacturing plant. The factory’s warehouse was audited with focus on Kanban bin weight, storage rack height and rack width to assess the ergonomic strain it causes on workers. The paper then presents possible automation options in order to find the best fit to reduce ergonomic impact, while also optimizing the total investment cost.

Technology in Context: Mediating Factors in the Utilization of Planning Technologies

2005 ◽  
Vol 37 (5) ◽  
pp. 895-907 ◽  
Author(s):  
Ari Goelman
Keyword(s):  
Organizational Structure ◽  
Information Technologies ◽  
Public Access ◽  
Web Gis ◽  
Gis Technology ◽  
Additional Insight ◽  
Mediating Factors ◽  
The Impact ◽  
Insight Into

My research explores the question: how can theorists better understand the ways in which planning technologies are used by municipal planners? In the case-study municipality, a recently introduced web-GIS technology had little demonstrable success in attaining two of its stated goals: enabling increased public access to municipal geographic information and encouraging planners to produce their own maps. My research links these outcomes not only to the technologies themselves, but to organizational structure and human agency. Planners and planning theorists can gain additional insight into the impact of planning technologies through closer attention to the process through which planners come to use information technologies and the way this process both alters and is constrained by existing organizational constraints, including previously adopted technologies.

scholarly journals A Contemporary Case Study Illustrating the Integration of Health Information Technologies into the Organisation and Clinical Practice of Radiation Oncology

2005 ◽  
Vol 34 (4) ◽  
pp. 136-145 ◽  
Author(s):  
Andrew A Miller ◽  
Aaron K Phillips
Keyword(s):  
Information System ◽  
Quality Assurance ◽  
Radiation Oncology ◽  
Information Technologies ◽  
Data Use ◽  
Design Management ◽  
Implementation Cost ◽  
Health Information Technologies ◽  
Local Solutions

The development of software in radiation oncology departments has seen the increase in capability from the Record and Verify software focused on patient safety to a fully-fledged Oncology Information System (OIS). This paper reports on the medical aspects of the implementation of a modern Oncology Information System (IMPAC MultiAccess®, also known as the Siemens LANTIS®) in a New Zealand hospital oncology department. The department was successful in translating paper procedures into electronic procedures, and the report focuses on the changes in approach to organisation and data use that occurred. The difficulties that were faced, which included procedural re-design, management of change, removal of paper, implementation cost, integration with the HIS, quality assurance and datasets, are highlighted along with the local solutions developed to overcome these problems.

Potentials of Information Technologies for Innovation in Fitness Equipment — A Case Study

2006 ◽  
pp. 209-214
Author(s):  
Christian Henneke ◽  
Frank Hoisl ◽  
Stefan Schönberger ◽  
Eckehard F. Moritz
Keyword(s):  
Information Technologies

scholarly journals Misfit? The Use of Metrics in Innovation

2021 ◽  
Vol 14 (8) ◽  
pp. 388
Author(s):  
Ilse Svensson de Jong
Keyword(s):  
Performance Indicators ◽  
Business Performance ◽  
Strategic Change ◽  
Key Performance Indicators ◽  
Significant Degree ◽  
Other Information ◽  
Actual Use ◽  
Sales Organizations ◽  
Organizational Levels

Measuring innovation is a challenging but essential task to improve business performance. To tackle this task, key performance indicators (KPIs) can be used to measure and monitor innovation. The objective of this study is to explore how KPIs, designed for measuring innovation, are used in practice. To achieve this objective, the author draws upon literature on business performance in accounting and innovation, yet moves away from the functional view. Instead, the author focuses explicitly on how organizational members, through their use of KPIs in innovation, make sense of conflicting interpretations and integrate them into their practices. A qualitative in-depth case study was conducted at the innovation department of an organization in the process industry that operates production sites and sales organizations worldwide. In total, 28 interviews and complementary observations were undertaken at several organizational levels (multi-level). The empirical evidence suggests that strategic change, attributed to commoditization, affects the predetermined KPIs in use. Notably, these KPIs in innovation are used, despite their poor fit to innovation subject to commoditization. From a relational perspective, this study indicates that in innovation, KPIs are usually complemented by or supplemented with other information, as stand-alone KPIs exhibit a significant degree of incompleteness. In contrast to conventional studies in innovation and management accounting, this study explores the use of key performance indicators (KPIs) in innovation from an interpretative perspective. This perspective advances our understanding of the actual use of KPIs and uncovers the complexity of accounting and innovation, which involve numerous angles and organizational levels. Practically, the findings of this study will inform managers in innovation about the use of KPIs in innovation and the challenges individual organizational members face when using them. In innovation, KPIs appear to be subjective and used in unintended ways. Thus, understanding how KPIs are used in innovation is a game of reading between the lines, and these KPIs can be regarded as misfits.

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