INTRODUCTION This article explores the impact of the creation of a new integrated delivery organisation on the evolution of interprofessional collaboration between primary and secondary care levels. In particular, the case of the Bidasoa Integrated Healthcare Organisation is analysed. THEORY AND METHODS The evolution of interprofessional collaboration is measured through a validated Spanish q...

background: business process management systems (bpm) can automate all processes in an organization. these systems provide the possibility of identifying, modeling, deploying, implementing, function managing, integrating with other information systems, monitoring and improving an organization's business processes in a standard form. as far as the authors know, no related research has been ...

Research that is integral into a 'learning healthcare system' can promote cost effective services and knowledge creation. As such, research is defined as a 'core function' in UK health service organisations, and is often planned through research and development (R&D) strategies that aim to promote research activity and research capacity development (RCD). The discussion focuses around the conte...

responding to ruth mcdonald’s editorial on the rise of leadership and leadership development programmes in healthcare, this paper offers three arguments. firstly, care is needed in evaluating impact of leadership development, since achievement of organisational goals is not necessarily an appropriate measure of good leadership. secondly, the proliferation of styles of leadership might be unders...

INTRODUCTION Little is understood about the role of quality improvement in enabling health organisations to survive and thrive in the contemporary context of financial and economic challenges. We will draw on the theoretical foundations of the 'Resource Based View of the Firm' (RBV) to develop insights into why health organisations engage in improvement work, how impacts are conceptualised, and...

Popularisation of Lean in healthcare has led to emphasis on Lean quality improvement tools in isolation, with inconsistent results. We argue that delivery of safer, more efficient, and higher quality-patient focused care requires organisational transformation of which the Lean toolkit is only one component. To successfully facilitate system transformation toward higher quality care at lower cos...

At the Health Foundation, the drive to find new ways of doing things that will improve the delivery of healthcare is central to our work. We are interested in solutions that have the potential to make lasting and widespread improvement to health services. Many of these emphasise the importance of internal motivators (for example, professionalism, organisational development and leadership), alon...

BACKGROUND Between 2004 and 2008, 24 Dutch hospitals participated in a two-year multilevel quality collaborative (MQC) comprised of (a) a leadership programme for hospital executives, (b) six quality-improvement collaboratives (QICs) for healthcare professionals and other staff, and (c) an internal programme organisation to help senior management monitor and coordinate team progress. The MQC ai...

Responding to Ruth McDonald’s editorial on the rise of leadership and leadership development programmes in healthcare, this paper offers three arguments. Firstly, care is needed in evaluating impact of leadership development, since achievement of organisational goals is not necessarily an appropriate measure of good leadership. Secondly, the proliferation of styles of leadership might be unders...