The Diffusion of an Organisational Innovation: Adopting 'Patient-Focused Care' in an N.H.S. Hospital Trust. / Howorth, Chris; Mueller, Frank; Harvey, Charles.

In: Competition and Change, Vol. 6, No. 2, 06.2002, p. 213-232.

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The Diffusion of an Organisational Innovation: Adopting 'Patient-Focused Care' in an N.H.S. Hospital Trust. / Howorth, Chris; Mueller, Frank; Harvey, Charles.

In: Competition and Change, Vol. 6, No. 2, 06.2002, p. 213-232.

Research output: Contribution to journalArticlepeer-review

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Howorth, Chris ; Mueller, Frank ; Harvey, Charles. / The Diffusion of an Organisational Innovation: Adopting 'Patient-Focused Care' in an N.H.S. Hospital Trust. In: Competition and Change. 2002 ; Vol. 6, No. 2. pp. 213-232.

BibTeX

@article{edc63609e2444b8eac5d9be97ad4541a,
title = "The Diffusion of an Organisational Innovation: Adopting 'Patient-Focused Care' in an N.H.S. Hospital Trust",
abstract = "This paper deals with the diffusion and adoption of an organisational innovation, {\textquoteleft}Patient-Focused Care{\textquoteright}, at a British Hospital Trust. We will be discussing how PFC emerged in the U.S. context, was propagated by policy makers, and judged worth adopting by organisational decision-makers. In providing an analysis of the case, we are attempting to bridge the gap between the policy context on the one hand [and], the organisational context on the other hand. The paper shows the importance of the {\textquoteleft}local{\textquoteright} context in shaping the adoption of a {\textquoteleft}global{\textquoteright} organisational innovation. The {\textquoteleft}appropriation process{\textquoteright} will play out in context-specific ways in terms of conflicts between managers and expert professionals; the way the {\textquoteleft}foreignness{\textquoteright} of the innovation plays out; and the way public policy-makers can influence the appropriation process. Most importantly, the paper intends to show how the cognitive boundaries of the N.H.S. as an {\textquoteleft}organisational field{\textquoteright} are beginning to move beyond national borders.",
keywords = "new institutionalism, organisational innovation, international diffusion of innovation, organisational field, isomorphism, National Health Service",
author = "Chris Howorth and Frank Mueller and Charles Harvey",
note = "This is the authors final draft and not the published version",
year = "2002",
month = jun,
doi = "10.1080/10245290213674",
language = "English",
volume = "6",
pages = "213--232",
journal = "Competition and Change",
issn = "1024-5294",
publisher = "Maney Publishing",
number = "2",

}

RIS

TY - JOUR

T1 - The Diffusion of an Organisational Innovation: Adopting 'Patient-Focused Care' in an N.H.S. Hospital Trust

AU - Howorth, Chris

AU - Mueller, Frank

AU - Harvey, Charles

N1 - This is the authors final draft and not the published version

PY - 2002/6

Y1 - 2002/6

N2 - This paper deals with the diffusion and adoption of an organisational innovation, ‘Patient-Focused Care’, at a British Hospital Trust. We will be discussing how PFC emerged in the U.S. context, was propagated by policy makers, and judged worth adopting by organisational decision-makers. In providing an analysis of the case, we are attempting to bridge the gap between the policy context on the one hand [and], the organisational context on the other hand. The paper shows the importance of the ‘local’ context in shaping the adoption of a ‘global’ organisational innovation. The ‘appropriation process’ will play out in context-specific ways in terms of conflicts between managers and expert professionals; the way the ‘foreignness’ of the innovation plays out; and the way public policy-makers can influence the appropriation process. Most importantly, the paper intends to show how the cognitive boundaries of the N.H.S. as an ‘organisational field’ are beginning to move beyond national borders.

AB - This paper deals with the diffusion and adoption of an organisational innovation, ‘Patient-Focused Care’, at a British Hospital Trust. We will be discussing how PFC emerged in the U.S. context, was propagated by policy makers, and judged worth adopting by organisational decision-makers. In providing an analysis of the case, we are attempting to bridge the gap between the policy context on the one hand [and], the organisational context on the other hand. The paper shows the importance of the ‘local’ context in shaping the adoption of a ‘global’ organisational innovation. The ‘appropriation process’ will play out in context-specific ways in terms of conflicts between managers and expert professionals; the way the ‘foreignness’ of the innovation plays out; and the way public policy-makers can influence the appropriation process. Most importantly, the paper intends to show how the cognitive boundaries of the N.H.S. as an ‘organisational field’ are beginning to move beyond national borders.

KW - new institutionalism

KW - organisational innovation

KW - international diffusion of innovation

KW - organisational field

KW - isomorphism

KW - National Health Service

U2 - 10.1080/10245290213674

DO - 10.1080/10245290213674

M3 - Article

VL - 6

SP - 213

EP - 232

JO - Competition and Change

JF - Competition and Change

SN - 1024-5294

IS - 2

ER -