References for Transformational Change in Health Care

VanDeusen Lukas, Carol, Holmes, Sally K., Cohen, Alan B., Restuccia, Joseph, Cramer, Irene E., Shwartz, Michael, Charns, Martin P. (2007). Transformational change in health care systems: An organizational model. Health Care Manage Rev, 32(4), 309-320.

Greenhalgh, T., Robert, G., Macfarlane, F., Bate, P., Kyriakidou, O. (2004). Diffusion of innovations in service organizations: Systematic review and recommendations. The Milbank Quarterly, 82(4), 581-629.

Rogers, E.M. (1995). Diffusion of Innovations (4th ed.). New York: The Free Press.

Integration

Baldrige National Quality Program. (2005). 2005 Health care criteria for performance excellence. Gaithersburg, MD: Baldrige National Quality Program, National Institute of Standards and Technology.

Institute of Medicine; Committee on Quality of Health Care in America. (2001). Crossing the Quality Chasm: A New Health System for the 21st Century. Washington D. C.: National Academy Press.

Alignment

Baldrige National Quality Program. (2005). 2005 Health care criteria for performance excellence. Gaithersburg, MD: Baldrige National Quality Program, National Institute of Standards and Technology.

Collins, J. (2001). Good to great: why some companies make the leap . . . and others don’t. New York: Harper Business.

Duck, J. D. (1993). Managing change: The art of balancing. Harvard Business Review, 71(6), 109-118.

Graham, J. (2004). Developing a performance-based culture. The Journal for Quality and Participation, 27(1), 4(5).

Hale, J., & Bailey, G. (1998). Seven dimensions of successful reward plans. Compensation & Benefits Review, 30(4), 71-77.

Henderson, J. C., & Venkatraman, N. (1993). Strategic alignment: leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 4-16.

Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: translating strategy into action. Boston: Harvard Business School Press.

Kirby, J. (2005). Toward a theory of high performance. Harvard Business Review, 83(7/8), 30-39.

Kotter, J. P. (1995a). Leading change: why transformation efforts fail. (Cover story). Harvard Business Review, 73(2), 59.

Mankins, M. C., & Steele, R. (2005). Turning great strategy into great performance. Harvard Business Review, 83(7/8), 64-72.

Reinertsen, J. L., Pugh, M. D., & Bisognano, M. (2005). Seven leadership leverage points for organization-level improvement in health care (White Paper No. Innovation Series #6). Cambridge, MA: Institute for Healthcare Improvement.

Smith, C. E. (1994). The Merlin factor: leadership and strategic intent. Business Strategy Review, 5(1), 67.

Spear, S. J. (2005). Fixing health care from the inside, today. Harvard Business Review, 83(9), 78-91.

Strebel, P. (1996). Why do employees resist change? Harvard Business Review, 74(3), 86-92.

Bradley, E. H., Holmboe, E. S., Mattera, J. A., Roumanis, S. A., Radford, M. J., & Krumholz, H. M. (2004). Data feedback efforts in quality improvement: lessons learned from US hospitals. Quality and Safety in Health Care, 13(1), 26-31.

Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4), 78.

Improvement Initiatives

Collins, J. (2001). Good to great: why some companies make the leap . . . and others don’t. New York: Harper Business.

Donaldson, M. S., & Mohr, J. J. (2001). Exploring innovation and quality improvement in health care micro-systems: a cross-case analysis (Technical Report for the Institute of Medicine Committee on the Quality of Health Care in America No. RWJF Grant Number 36222). Washington, D.C.: Institute of Medicine.

Institute of Medicine; Committee on Quality of Health Care in America. (2001). Crossing the Quality Chasm: A New Health System for the 21st Century. Washington D. C.: National Academy Press.

Lukas, C. V., Meterko, M., Mohr, D., & Nealon Seibert, M. (2004). The Implementation and effectiveness of advanced clinic access. Boston, MA: HSR&D Management Decision and Research Center, Office of Research and Development, US Department of Veterans Affairs.

Shortell, S. M., O'Brien, J. L., Carman, J. M., Foster, R. W., Hughes, E. F., Boerstler, H., et al. (1995). Assessing the impact of continuous quality improvement/total quality management: concept versus implementation. Health Services Research, 30(2), 377-401.

Spear, S. J. (2005). Fixing health care from the inside, today. Harvard Business Review, 83(9), 78-91.

Tucker, A. L., & Edmondson, A. C. (2003). Why hospitals don't learn from failures: organizational and psychological dynamics that inhibit system change. California Management Review, 45(2), 55.

General

Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why change programs don't produce change. Harvard Business Review, 68(6), 158.

Berlowitz, D. R., Young, G. J., Brandeis, G. H., Kader, B., & Anderson, J. J. (2001). Health care reorganization and quality of care: unintended effects on pressure ulcer prevention. Medical Care, 39(2), 138-146.

Institute of Medicine; Committee on Quality of Health Care in America. (2001). Crossing the Quality Chasm: A New Health System for the 21st Century. Washington D. C.: National Academy Press.

Repenning, N. P., & Sterman, J. D. (2001). Nobody Ever Gets Credit for Fixing Problems that Never Happened. California Management Review, 43(4), 64-88.

Rondeau, K. V., & Wagar, T. H. (2002). Organizational learning and continuous quality improvement: examining the impact on nursing home performance. Healthcare Management Forum, 15(2), 17-23.

Solberg, L. I., Kottke, T. E., Brekke, M. L., Magnan, S., Davidson, G., Calomeni, C. A., et al. (2000). Failure of a continuous quality improvement intervention to increase the delivery of preventive services. A randomized trial. Effective Clinical Practice, 3(3), 105-115.

Sustainability

Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why change programs don't produce change. Harvard Business Review, 68(6), 158.

Repenning, N. P., & Sterman, J. D. (2001). Nobody Ever Gets Credit for Fixing Problems that Never Happened. California Management Review, 43(4), 64-88.

Leadership

Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why change programs don't produce change. Harvard Business Review, 68(6), 158.

Berwick, D. M. (2003). Disseminating innovations in health care. JAMA, 289(15), 1969-1975.

Bradley, E. H., Webster, T. R., Baker, D., Schlesinger, M., Inouye, S. K., Barth, M. C., et al. (2004). Translating research into practice: speeding the adoption of innovative health care programs. Issue Brief (Commonwealth Fund)(724), 1-12.

Byrne, M. M., Charns, M. P., Parker, V. A., Meterko, M. M., & Wray, N. P. (2004). The effects of organization on medical utilization: an analysis of service line organization. Medical Care, 42(1), 28-37.

Collins, J. (2001). Good to great: why some companies make the leap . . . and others don’t. New York: Harper Business.

Frambach, R. T. (1993). An integrated model of organizational adoption and diffusion of innovations. European Journal of Marketing, 27(5), 22.

Gardner, W. L., Avolio, B. J., & Walumba, F. O. (Eds.). (2005). Authentic leadership theory and practice: origins, effects and development. Amsterdam; Oxford (UK): Elsevier JAI.

Johnson, L. K., & Luecke, R. (2005). The essentials of managing change and transition. Boston: Harvard Business School Press; Alexandria, VA: Society for Human Resource Management.

Kirby, J. (2005). Toward a theory of high performance. Harvard Business Review, 83(7/8), 30-39.

Kotter, J. P. (1995b). What leaders really do. Harvard Business Review, 68(3), 103-112.

Nelson, E.C., Batalden, P.B., Huber, T.P., Mohr, J.J., Godfrey, M.M., Headrick, L.A., et al. (2002). Microsystems in health care: Part 1. Learning from high-performing front-line clinical units. Joint Commission Journal on Quality Improvement, 28(9), 472-493.

Pfeffer, J., & Sutton, R. I. (2000). The knowing-doing gap: how smart companies turn knowledge into action. Boston: Harvard Business School Press.

Sirio, C. A., Segel, K. T., Keyser, D. J., Harrison, E. I., Lloyd, J. C., Weber, R. J., et al. (2003). Pittsburgh Regional Healthcare Initiative: a systems approach for achieving perfect patient care. Health Affairs, 22(5), 157-165.

Wensing, M., van der Weijden, T., & Grol, R. (1998). Implementing guidelines and innovations in general practice: which interventions are effective? British Journal of General Practice, 48(427), 991-997.

Impetus to Change

Goss, T., Pascale, R., & Athos, A. (1993). The reinvention roller coaster: risking the present for a powerful future. Harvard Business Review, 71(6), 97-108.

Johnson, L. K., & Luecke, R. (2005). The essentials of managing change and transition. Boston: Harvard Business School Press; Alexandria, VA: Society for Human Resource Management.

Kotter, J. P. (1995a). Leading change: why transformation efforts fail. (Cover story). Harvard Business Review, 73(2), 59.

Culture

NHS Institute for Innovation and Improvement, Matrix Research and Consultancy. (2006). What is transformational change? [literature review]. Coventry, UK: University of Warwick.

Methods

Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: an expanded sourcebook (2nd ed.). Thousand Oaks, CA: Sage Publications.

VanDeusen, C., Holmes, S.K., Cohen, A.B., Restuccia, J., Cramer, I.E., Shwartz, M. Charns, M.P. (2007). Transformational change in health care systems: An organizational model. Health Care Manage Rev, 32(4), 309-320