The DOI matches its Crossref record; 9 of the 9 references it cites were found in a registry or an index.
Uncovering middle managers' role in healthcare innovation implementation
Open accessAbstract
BACKGROUND: Middle managers have received little attention in extant health services research, yet they may have a key role in healthcare innovation implementation. The gap between evidence of effective care and practice may be attributed in part to poor healthcare innovation implementation. Investigating middle managers' role in healthcare innovation implementation may reveal an opportunity for improvement. In this paper, we present a theory of middle managers' role in healthcare innovation implementation to fill the gap in the literature and to stimulate research that empirically examines middle managers' influence on innovation implementation in healthcare organizations. DISCUSSION: Extant healthcare innovation implementation research has primarily focused on the roles of physicians and top managers. Largely overlooked is the role of middle managers. We suggest that middle managers influence healthcare innovation implementation by diffusing information, synthesizing information, mediating between strategy and day-to-day activities, and selling innovation implementation. SUMMARY: Teamwork designs have become popular in healthcare organizations. Because middle managers oversee these team initiatives, their potential to influence innovation implementation has grown. Future research should investigate middle managers' role in healthcare innovation implementation. Findings may aid top managers in leveraging middle managers' influence to improve the effectiveness of healthcare innovation implementation.
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Cites
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“Our theory focuses specifically on the degree to which an innovation’s components are integrated into its practices (fidelity) because it is indicative of an organization’s potential to achieve an innovation’s intended outcomes [14,18], and we are interested in assessing middle managers’ contribution to healthcare org…”
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Cited by
Kilbourne, A. M., Almirall, D., Eisenberg, D., Waxmonsky, J., Goodrich, D. E., Fortney, J. C., Kirchner, J. E., Solberg, L. I., Main, D., Bauer, M. S., et al. (2014) · Implementation Science · doi:10.1186/s13012-014-0132-x · Cited by 130
Meza, R. D., Triplett, N. S., Woodard, G. S., Martin, P., Khairuzzaman, A. N., Jamora, G., & Dorsey, S. (2021) · Implementation Science · doi:10.1186/s13012-021-01104-4 · Cited by 76
Shuman, C. J., Liu, X., Aebersold, M. L., Tschannen, D., Banaszak-Holl, J., & Titler, M. G. (2018) · Implementation Science · doi:10.1186/s13012-018-0753-6 · Cited by 67
Siira, E., Tyskbo, D., & Nygren, J. (2024) · BMC Primary Care · doi:10.1186/s12875-024-02516-z · Cited by 29
Metadata
- Authors
- Birken, S. A., Lee, S.-Y. D., & Weiner, B. J.
- Venue
- Implementation Science
- Published
- 2012-04-03
- Volume
- 7
- Issue
- 1
- Pages
- 28-28
- ISSN
- 1748-5908 (ISSN-L)
- OpenAlex
- W2137557850
- Cited by
- 313
- References
- 9
- FWCI
- 28.12
- Type
- journal article
- Language
- en
- Open access
- gold
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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