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Hausmann LRM, Goodrich DE, Rodriguez KL, Beyer N, Michaels Z, Cantor G, Armstrong N, Eliacin J, Gurewich DA, Cohen AJ, Mor MK. Participation of Veterans Affairs Medical Centers in veteran-centric community-based service navigation networks: A mixed methods study. Health Serv Res 2024; 59:e14286. [PMID: 38258302 PMCID: PMC11063092 DOI: 10.1111/1475-6773.14286] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/24/2024] Open
Abstract
OBJECTIVE To understand the determinants and benefits of cross-sector partnerships between Veterans Affairs Medical Centers (VAMCs) and geographically affiliated AmericaServes Network coordination centers that address Veteran health-related social needs. DATA SOURCES AND SETTING Semi-structured interviews were conducted with AmericaServes and VAMC staff across seven regional networks. We matched administrative data to calculate the percentage of AmericaServes referrals that were successfully resolved (i.e., requested support was provided) in each network overall and stratified by whether clients were also VAMC patients. STUDY DESIGN Convergent parallel mixed-methods study guided by Himmelman's Developmental Continuum of Change Strategies (DCCS) for interorganizational collaboration. DATA COLLECTION Fourteen AmericaServes staff and 17 VAMC staff across seven networks were recruited using snowball sampling and interviewed between October 2021 and April 2022. Rapid qualitative analysis methods were used to characterize the extent and determinants of VAMC participation in networks. PRINCIPAL FINDINGS On the DCCS continuum of participation, three networks were classified as networking, two as coordinating, one as cooperating, and one as collaborating. Barriers to moving from networking to collaborating included bureaucratic resistance to change, VAMC leadership buy-in, and not having VAMCs staff use the shared technology platform. Facilitators included ongoing communication, a shared mission of serving Veterans, and having designated points-of-contact between organizations. The percentage of referrals that were successfully resolved was lowest in networks engaged in networking (65.3%) and highest in cooperating (85.6%) and collaborating (83.1%) networks. For coordinating, cooperating, and collaborating networks, successfully resolved referrals were more likely among Veterans who were also VAMC patients than among Veterans served only by AmericaServes. CONCLUSIONS VAMCs participate in AmericaServes Networks at varying levels. When partnerships are more advanced, successful resolution of referrals is more likely, especially among Veterans who are dually served by both organizations. Although challenges to establishing partnerships exist, this study highlights effective strategies to overcome them.
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Affiliation(s)
- Leslie R. M. Hausmann
- Center for Health Equity Research and PromotionVeterans Affairs (VA) Pittsburgh Healthcare SystemPittsburghPennsylvaniaUSA
- Division of General Internal Medicine, Department of MedicineUniversity of PittsburghPittsburghPennsylvaniaUSA
| | - David E. Goodrich
- Center for Health Equity Research and PromotionVeterans Affairs (VA) Pittsburgh Healthcare SystemPittsburghPennsylvaniaUSA
| | - Keri L. Rodriguez
- Center for Health Equity Research and PromotionVeterans Affairs (VA) Pittsburgh Healthcare SystemPittsburghPennsylvaniaUSA
| | - Nicole Beyer
- Center for Health Equity Research and PromotionVeterans Affairs (VA) Pittsburgh Healthcare SystemPittsburghPennsylvaniaUSA
| | - Zachary Michaels
- Center for Health Equity Research and PromotionVeterans Affairs (VA) Pittsburgh Healthcare SystemPittsburghPennsylvaniaUSA
| | - Gilly Cantor
- D'Aniello Institute for Veterans and Military FamiliesSyracuse UniversitySyracuseNew YorkUSA
| | - Nicholas Armstrong
- D'Aniello Institute for Veterans and Military FamiliesSyracuse UniversitySyracuseNew YorkUSA
| | - Johanne Eliacin
- National Center for PTSDVA Boston Healthcare SystemBostonMassachusettsUSA
- Center for Health Information and CommunicationRichard L. Roudebush VA Medical CenterIndianapolisIndianaUSA
- Department of Internal Medicine and GeriatricsIndiana University School of MedicineIndianapolisIndianaUSA
| | - Deborah A. Gurewich
- Center for Healthcare Implementation and Research (CHOIR)VA Boston Health Care SystemBedfordMassachusettsUSA
- Section of Internal MedicineBoston University Chobanian and Avedisian School of MedicineBostonMassachusettsUSA
| | - Alicia J. Cohen
- Center of Innovation in Long Term Services and Supports (LTSS‐COIN)VA Providence Healthcare SystemProvidenceRhode IslandUSA
- Department of Family MedicineWarren Alpert Medical School of Brown UniversityProvidenceRhode IslandUSA
- Department of Health Services, Policy, and PracticeBrown University School of Public HealthProvidenceRhode IslandUSA
| | - Maria K. Mor
- Center for Health Equity Research and PromotionVeterans Affairs (VA) Pittsburgh Healthcare SystemPittsburghPennsylvaniaUSA
- Graduate School of Public HealthUniversity of PittsburghPittsburghPennsylvaniaUSA
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Mittler JN, Abraham JM, Robbins J, Song PH. To be or not to be compliant? Hospitals' initial strategic responses to the federal price transparency rule. Health Serv Res 2023. [PMID: 37930618 DOI: 10.1111/1475-6773.14252] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/07/2023] Open
Abstract
OBJECTIVE To understand US hospitals' initial strategic responses to the federal price transparency rule that took effect January 2021. DATA SOURCES AND STUDY SETTING Primary interview data collected from 12 not-for-profit hospital organizations in six US metropolitan markets. All but one organization were multihospital systems; the 12 organizations represent a total of 81 hospitals. STUDY DESIGN Exploratory, cross-sectional, qualitative interview study of a convenience sample of hospital organizations across six geographically and compliance diverse markets. DATA COLLECTION/EXTRACTION METHODS In-depth, semi-structured, qualitative interviews with 16 key informants across sampled organizations between November 2021 and March 2022. Interviews solicited data about internal organizational factors and external market factors affecting strategic responses. Transcribed interviews were de-identified, coded, and analyzed using the constant comparative method. PRINCIPAL FINDINGS Hospitals' strategic responses were influenced internally by the degree of the regulation's alignment with organizational values and goals, and task complexity vis-a-vis available resources. We found extensive variation in organizational capabilities to comply, and all but one organization relied on consultants and vendors to some degree. Key external factors driving strategic responses were hospitals' variable perceptions about how available price information would affect their competitive position, bottom line, and reputation. Organizations with more confidence in their interpretation of the environment, including how peers or purchasers would behave, and greater clarity in their own organization's position and goals, had more definitive initial strategic responses. In the first year, organizations' strategic responses skewed toward compliance, especially for the rule's consumer shopping requirements. CONCLUSIONS A deeper understanding of the realities of operationalizing price transparency policy for hospitals is needed to improve its impact.
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Affiliation(s)
- Jessica N Mittler
- Department of Health Administration, College of Health Professions, Virginia Commonwealth University, Richmond, Virginia, USA
| | - Jean M Abraham
- Division of Health Policy and Management, School of Public Health, University of Minnesota, Minneapolis, Minnesota, USA
| | - Julie Robbins
- Department of Health Services Management and Policy, College of Public Health, The Ohio State University, Columbus, Ohio, USA
| | - Paula H Song
- Department of Health Administration, College of Health Professions, Virginia Commonwealth University, Richmond, Virginia, USA
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Birken SA, Wagi CR, Peluso AG, Kegler MC, Baloh J, Adsul P, Fernandez ME, Masud M, Huang TTK, Lee M, Wangen M, Nilsen P, Bender M, Choy-Brown M, Ryan G, Randazzo A, Ko LK. Toward a more comprehensive understanding of organizational influences on implementation: the organization theory for implementation science framework. Front Health Serv 2023; 3:1142598. [PMID: 37720844 PMCID: PMC10501605 DOI: 10.3389/frhs.2023.1142598] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Grants] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 01/11/2023] [Accepted: 08/17/2023] [Indexed: 09/19/2023]
Abstract
Introduction Implementation is influenced by factors beyond individual clinical settings. Nevertheless, implementation research often focuses on factors related to individual providers and practices, potentially due to limitations of available frameworks. Extant frameworks do not adequately capture the myriad organizational influences on implementation. Organization theories capture diverse organizational influences but remain underused in implementation science. To advance their use among implementation scientists, we distilled 70 constructs from nine organization theories identified in our previous work into theoretical domains in the Organization Theory for Implementation Science (OTIS) framework. Methods The process of distilling organization theory constructs into domains involved concept mapping and iterative consensus-building. First, we recruited organization and implementation scientists to participate in an online concept mapping exercise in which they sorted organization theory constructs into domains representing similar theoretical concepts. Multidimensional scaling and hierarchical cluster analyses were used to produce visual representations (clusters) of the relationships among constructs in concept maps. Second, to interpret concept maps, we engaged members of the Cancer Prevention and Control Research Network (CPCRN) OTIS workgroup in consensus-building discussions. Results Twenty-four experts participated in concept mapping. Based on resulting construct groupings' coherence, OTIS workgroup members selected the 10-cluster solution (from options of 7-13 clusters) and then reorganized clusters in consensus-building discussions to increase coherence. This process yielded six final OTIS domains: organizational characteristics (e.g., size; age); governance and operations (e.g., organizational and social subsystems); tasks and processes (e.g., technology cycles; excess capacity); knowledge and learning (e.g., tacit knowledge; sense making); characteristics of a population of organizations (e.g., isomorphism; selection pressure); and interorganizational relationships (e.g., dominance; interdependence). Discussion Organizational influences on implementation are poorly understood, in part due to the limitations of extant frameworks. To improve understanding of organizational influences on implementation, we distilled 70 constructs from nine organization theories into six domains. Applications of the OTIS framework will enhance understanding of organizational influences on implementation, promote theory-driven strategies for organizational change, improve understanding of mechanisms underlying relationships between OTIS constructs and implementation, and allow for framework refinement. Next steps include testing the OTIS framework in implementation research and adapting it for use among policymakers and practitioners.
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Affiliation(s)
- Sarah A. Birken
- Department of Implementation Science, Wake Forest University School of Medicine, Winston-Salem, NC, United States
| | - Cheyenne R. Wagi
- Department of Implementation Science, Wake Forest University School of Medicine, Winston-Salem, NC, United States
| | - Alexandra G. Peluso
- Department of Implementation Science, Wake Forest University School of Medicine, Winston-Salem, NC, United States
| | - Michelle C. Kegler
- Emory Prevention Research Center, Rollins School of Public Health, Emory University, Atlanta, GA, United States
| | - Jure Baloh
- College of Public Health, Department of Health Policy and Management, University of Arkansas for Medical Sciences, Little Rock, AR, United States
| | - Prajakta Adsul
- Department of Internal Medicine, University of New Mexico, Albuquerque, NM, United States
- Comprehensive Cancer Center, University of New Mexico, Albuquerque, NM, United States
| | - Maria E. Fernandez
- Center for Health Promotion and Prevention Research, University of Texas Health Science Center at Houston School of Public Health, Houston, TX, United States
| | - Manal Masud
- Department of Health Systems and Population Health, School of Public Health, University of Washington, Seattle, WA, United States
| | - Terry T-K Huang
- Center for Systems and Community Design and NYU-CUNY Prevention Research Center, Graduate School of Public Health and Health Policy, City University of New York, New York, NY, United States
| | - Matthew Lee
- Department of Population Health, New York University Grossman School of Medicine, New York, NY, United States
| | - Mary Wangen
- UNC Center for Health Promotion and Disease Prevention, University of North Carolina Chapel Hill, Chapel Hill, NC, United States
| | - Per Nilsen
- Department of Health, Medicine and Caring Sciences, Division of Society and Health, Linköping University, Linköping, Sweden
| | - Miriam Bender
- Sue & Bill Gross School of Nursing, University of California Irvine, Irvine, CA, United States
| | - Mimi Choy-Brown
- College of Education and Human Development, School of Social Work, University of Minnesota, St. Paul, MN, United States
| | - Grace Ryan
- Department of Population and Quantitative Health Sciences, University of Massachusetts Chan Medical School, Worcester, MA, United States
| | - Aliza Randazzo
- Department of Implementation Science, Wake Forest University School of Medicine, Winston-Salem, NC, United States
| | - Linda K. Ko
- Department of Health Systems and Population Health, School of Public Health, University of Washington, Seattle, WA, United States
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Knorr K, Hein-Pensel F. Since Albert and Whetten: the dissemination of Albert and Whetten’s conceptualization of organizational identity. Manag Rev Q 2022. [PMCID: PMC9716518 DOI: 10.1007/s11301-022-00311-7] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/03/2022]
Abstract
Since the seminal work of Albert and Whetten, the organizational identity concept has become ubiquitous and highly relevant in various fields. This study systematically reviews how Albert and Whetten’s concept of organizational identity has been disseminated in different research areas. It employs quantitative (topic modeling) and qualitative text analysis, as well as a network analysis to examine a sample of 1,041 papers published between 1985 and mid-2022 that cite Albert and Whetten’s seminal work. Using this method of systematic literature analysis, the current study investigates the criteria of the basic definition and hypotheses mentioned in their work that contribute to its increasing significance, and those with the potential to become substantial aspects of future organizational identity research. Accordingly, Albert and Whetten’s conceptualization of organizational identity is often partially adopted in the literature. Thus, this study contributes to organizational identity research by unveiling further research questions on the evolving character of organizational identity, research methodology, and quantitative operationalization, on the basis of Albert and Whetten’s organizational identity conceptualization.
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Affiliation(s)
- Karin Knorr
- Faculty of Business Administration and Economics, Department Management, Paderborn University, Paderborn, Germany
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Birken SA, Ko LK, Wangen M, Wagi CR, Bender M, Nilsen P, Choy-Brown M, Peluso A, Leeman J. Increasing Access to Organization Theories for Implementation Science. Front Health Serv 2022; 2:891507. [PMID: 36925845 PMCID: PMC10012830 DOI: 10.3389/frhs.2022.891507] [Citation(s) in RCA: 4] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Grants] [Track Full Text] [Subscribe] [Scholar Register] [Received: 03/07/2022] [Accepted: 06/08/2022] [Indexed: 11/13/2022]
Abstract
Background Organization theories offer numerous existing, highly relevant, yet largely untapped explanations of the organizational dynamics underlying evidence-based intervention (EBI) implementation. Rooted in ideas regarding power, autonomy, and control, organization theories can explain how and why organizations adopt, implement, and sustain EBI use. Although they have gained visibility, organization theories remain underused in implementation research, perhaps due to their inaccessibility to implementation scientists. To improve access to organization theory among implementation scientists, we summarized organization theories with relevance to implementation science. Methods Led by the Cancer Prevention and Control Research Network (CPCRN) Organization Theory for Implementation Science workgroup, we employed a modified Delphi process to reach a consensus among 18 experts at the intersection of organization and implementation science regarding organization theories with relevance to implementation science. From texts that described the organization theories, using standardized abstraction forms, two investigators independently abstracted information regarding constructs, propositions regarding how or why constructs might influence implementation, the potential relevance of organization theories' propositions for implementation, and overviews of each theory. The investigators then reconciled discrepancies until reaching consensus. A third investigator reviewed reconciled abstraction forms for accuracy, coherence, and completeness. Findings We identified nine organization theories with relevance to implementation science: contingency, complexity, institutional, network, organizational learning, resource dependence, sociotechnical, and transaction cost economics. From the theories, we abstracted 70 constructs and 65 propositions. An example proposition from institutional theory is: "Coercive, mimetic, and normative pressures contribute to organizations…within an organizational field [becoming increasingly similar]." These propositions can be operationalized as levers to facilitate EBI implementation. Conclusions To increase use in the field, organization theories must be made more accessible to implementation scientists. The abstraction forms developed in this study are now publicly available on the CPCRN website with the goal of increasing access to organization theories among an interdisciplinary audience of implementation scientists through the CPCRN Scholars program and other venues. Next steps include consolidating organization theory constructs into domains and translating the resulting framework for use among researchers, policymakers and practitioners, aiding them in accounting for a comprehensive set of organization theory constructs thought to influence EBI implementation.
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Affiliation(s)
- Sarah A. Birken
- Department of Implementation Science, Wake Forest School of Medicine, Winston-Salem, NC, United States
| | - Linda K. Ko
- Washington School of Public Health, Health Systems and Population Health, Seattle, WA, United States
| | - Mary Wangen
- UNC Center for Health Promotion and Disease Prevention, University of North Carolina Chapel Hill, Chapel Hill, NC, United States
| | - Cheyenne R. Wagi
- Department of Implementation Science, Wake Forest School of Medicine, Winston-Salem, NC, United States
| | - Miriam Bender
- Sue & Bill Gross School of Nursing, University of California, Irvine, Irvine, CA, United States
| | - Per Nilsen
- Division of Society and Health, Department of Health, Medicine and Caring Sciences, Linköping University, Linköping, Sweden
| | - Mimi Choy-Brown
- School of Social Work, College of Education and Human Development, University of Minnesota, St. Paul, MN, United States
| | - Alexandra Peluso
- Department of Implementation Science, Wake Forest School of Medicine, Winston-Salem, NC, United States
| | - Jennifer Leeman
- School of Nursing, University of North Carolina Chapel Hill, Chapel Hill, NC, United States
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Abstract
The purpose of this article is to suggest a (preliminary) taxonomy and research agenda for the topic of "firms, crowds, and innovation" and to provide an introduction to the associated special issue. We specifically discuss how various crowd-related phenomena and practices-for example, crowdsourcing, crowdfunding, user innovation, and peer production-relate to theories of the firm, with particular attention on "sociality" in firms and markets. We first briefly review extant theories of the firm and then discuss three theoretical aspects of sociality related to crowds in the context of strategy, organizations, and innovation: (1) the functions of sociality (sociality as extension of rationality, sociality as sensing and signaling, sociality as matching and identity), (2) the forms of sociality (independent/aggregate and interacting/emergent forms of sociality), and (3) the failures of sociality (misattribution and misapplication). We conclude with an outline of future research directions and introduce the special issue papers and essays.
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Kim J, Ohsfeldt RL, Gamm LD, Radcliff TA, Jiang L. Hospital Characteristics are Associated With Readiness to Attain Stage 2 Meaningful Use of Electronic Health Records. J Rural Health 2016; 33:275-283. [PMID: 27424940 DOI: 10.1111/jrh.12193] [Citation(s) in RCA: 10] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/10/2015] [Revised: 05/22/2016] [Accepted: 05/25/2016] [Indexed: 11/27/2022]
Abstract
PURPOSE To examine the difference between rural and urban hospitals as to their overall level of readiness for stage 2 meaningful use of electronic health records (EHRs) and to identify other key factors that affect their readiness for stage 2 meaningful use. METHODS A conceptual framework based on the theory of organizational readiness for change was used in a cross-sectional multivariate analysis using 2,083 samples drawn from the HIMSS Analytics survey conducted with US hospitals in 2013. FINDINGS Rural hospitals were less likely to be ready for stage 2 meaningful use compared to urban hospitals in the United States (OR = 0.49) in our final model. Hospitals' past experience with an information exchange initiative, staff size in the information system department, and the Chief Information Officer (CIO)'s responsibility for health information management were identified as the most critical organizational contextual factors that were associated with hospitals' readiness for stage 2. Rural hospitals lag behind urban hospitals in EHR adoption, which will hinder the interoperability of EHRs among providers across the nation. The identification of critical factors that relate to the adoption of EHR systems provides insights into possible organizational change efforts that can help hospitals to succeed in attaining meaningful use requirements. CONCLUSION Rural hospitals have increasingly limited resources, which have resulted in a struggle for these facilities to attain meaningful use. Given increasing closures among rural hospitals, it is all the more important that EHR development focus on advancing rural hospital quality of care and linkages with patients and other organizations supporting the care of their patients.
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Affiliation(s)
- Jungyeon Kim
- World Innovation Summit for Health, Qatar Foundation, Doha, Qatar
| | - Robert L Ohsfeldt
- Department of Health Policy and Management, School of Public Health, Texas A&M University, College Station, Texas
| | - Larry D Gamm
- Department of Health Policy and Management, School of Public Health, Texas A&M University, College Station, Texas
| | - Tiffany A Radcliff
- Department of Health Policy and Management, School of Public Health, Texas A&M University, College Station, Texas
| | - Luohua Jiang
- Department of Epidemiology, School of Medicine, University of California-Irvine, Irvine, California
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Jadhav ED, Holsinger JW, Fardo DW. Openness to Change: Experiential and Demographic Components of Change in Local Health Department Leaders. Front Public Health 2015; 3:209. [PMID: 26389108 PMCID: PMC4554942 DOI: 10.3389/fpubh.2015.00209] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.1] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/14/2015] [Accepted: 08/17/2015] [Indexed: 11/17/2022] Open
Abstract
Background During the 2008–2010 economic recession, Kentucky local health department (LHD) leaders utilized innovative strategies to maintain their programs. A characteristic of innovative strategy is leader openness to change. Leader demographical research in for-profit organizations has yielded valuable insight into leader openness to change. For LHD leaders, the nature of the association between leader demographic and organizational characteristics on leader openness to change is unknown. The objectives of this study are to identify variation in openness to change by leaders’ demographic and organizational characteristics and to characterize the underlying relationships. Materials and Methods The study utilized Spearman rank correlations test to determine relationships between leader openness to change (ACQ) and leader and LHD characteristics. To identify differences in the distribution of ACQ scores, Wilcoxon–Mann–Whitney and Kruskal–Wallis non-parametric tests were used, and to adjust for potential confounding, linear regression analysis was performed. Data Local health department leaders in the Commonwealth of Kentucky were the unit of analysis. Expenditure and revenue data were available from the state health department. National census data were utilized for county level population estimates. A cross-sectional survey was performed of KY LHD leaders’ observable attributes relating to age, gender, race, educational background, leadership experience, and openness to change. Results Leaders had relatively high openness to change scores. Spearman correlations between leader ACQ and departmental 2012–2013 revenue and expenditures were statistically significant, as were the differences observed in ACQ by gender and the educational level of the leader. Differences in ACQ score by education level and agency revenue were significant even after adjusting for potential confounders. The analyses imply that there are underlying relationships between leader and LHD characteristics based on leader openness to change.
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Affiliation(s)
- Emmanuel D Jadhav
- Public Health Programs, Ferris State University , Big Rapids, MI , USA
| | - James W Holsinger
- Department of Preventive Medicine, University of Kentucky , Lexington, KY , USA
| | - David W Fardo
- Department of Biostatistics, University of Kentucky , Lexington, KY , USA
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Abstract
OBJECTIVE The purpose of this article was to identify some common organizational features of multisector health care alliances (MHCAs) and the analytic challenges presented by those characteristics in assessing organizational change. DATA SOURCES Two rounds of an Internet-based survey of participants in 14 MHCAs. STUDY DESIGN We highlight three analytic challenges that can arise when quantitatively studying the organizational characteristics of MHCAs-assessing change in MHCA organization, assessment of construct reliability, and aggregation of individual responses to reflect organizational characteristics. We illustrate these issues using a leadership effectiveness scale (12 items) validated in previous research and data from 14 MHCAs participating in the Robert Wood Johnson Foundation's Aligning Forces for Quality (AF4Q) program. FINDINGS High levels of instability and turnover in MHCA membership create challenges in using survey data to study changes in key organizational characteristics of MHCAs. We offer several recommendations to diagnose the source and extent of these problems.
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Affiliation(s)
- Jeffrey A Alexander
- Department of Health Management and Policy, The University of Michigan, Ann Arbor, MI
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Abstract
The "magical" number of 4 has been demonstrated to limit much of human information processing. The relevant evidence is briefly reviewed. It is proposed that the organization of processing structures is based on interconnected bidirectional pairs, with every element paired with every other one. The limit arises because of the large increase in links among elements required beyond structures of size 3 and 4.
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Abstract
The authors present the context maintenance and retrieval (CMR) model of memory search, a generalized version of the temporal context model of M. W. Howard and M. J. Kahana (2002a), which proposes that memory search is driven by an internally maintained context representation composed of stimulus-related and source-related features. In the CMR model, organizational effects (the tendency for related items to cluster during the recall sequence) arise as a consequence of associations between active context elements and features of the studied material. Semantic clustering is due to longstanding context-to-item associations, whereas temporal clustering and source clustering are both due to associations formed during the study episode. A behavioral investigation of the three forms of organization provides data to constrain the CMR model, revealing interactions between the organizational factors. Finally, the authors discuss the implications of CMR for their understanding of a broad class of episodic memory phenomena and suggest ways in which this theory may guide exploration of the neural correlates of memory search.
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Affiliation(s)
- Sean M Polyn
- Department of Psychology, University of Pennsylvania, Philadelphia, PA 19104, USA.
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