Efnisyfirlit

• Title Page
• Copyright
• Contents
• Figures and Tables
• Acknowledgments
• The Editors
• The Contributors
• Chapter 1 Introduction: Events, Themes, and Progress
• Environmental and Market Changes in Health Care in the 2000s
• Legislation and Regulation
• Other Events and Environmental Changes
• Disaster Planning and Preparedness
• Scrutiny of Business Practices
• Consolidation into Systems and Clusters
• Health Care Financing and Reimbursement Trends
• Advances in Technology
• Heightened Emphasis on Quality
• Changing Environment for Physicians
• Changes in Patients and Patient Needs
• Shift to Ambulatory and Outpatient Care
• Economic Crisis and Recession of 2008
• Additional Trends
• Conclusion: Underlying Themes
• Book Chapters
• Chapter 2 A Primer of Organization Theories in Health Care
• Organization Theories in Health Care
• Structural Contingency Theory
• Resource Dependence Theory
• Institutional Theory
• Population Ecology
• Principal-Agent Theory
• Transaction Cost Economics
• Other Theories
• Interaction among Theories
• Conclusion
• Chapter 3 Finding Strength in Numbers: Bringing Theoretical Pluralism into the Analysis of Health C
• Major Themes from the 2003 Edition: Progress, Detour, or Impasse?
• Institutional versus Market Forces as the Prevailing Theoretical Paradigm
• Inside the Black Box: The Evidence for Evidence-Based Management in Health Care Organizations
• Paradigms Avoiding Oversimplification: The Promise of Complexity and Chaos Theory in Advancing Probl
• Toward Theoretical Pluralism
• Care Transitions: One Problem, Several Facets
• Diversity and the Principle of Requisite Variety
• Interdependence in Care Transitions and New Perspectives on Work Design
• Coordination Structures: What Lies Beneath?
• Conclusion
• Chapter 4 Explaining Change in Institutionalized Practices: A Review and Road Map for Research
• Conceptual Background
• The Nature of Institutional Change
• Explanations for Institutional Change
• Process Models of Institutional Change
• A Field-Level Model
• Process Models of Institutional Entrepreneurship
• Change Processes within Organizations
• Application: Institutional Change in the Health Care Field
• Models of Institutional Change and Health Care Reform
• Conclusion
• Chapter 5 Mechanisms for Culture Change in US Health Institutions and the Example of the Nursing H
• The Context for Nursing Home Culture Change
• Culture Change as a Form of Organizational Change
• Three Elements of Restructuring: Communication, Leadership, and Training
• Formal Communications
• Direct Leadership
• Programs for Training and Development
• Approaches to Studying Culture Change
• Conclusion
• Chapter 6 Managing to Care: Design and Implementation of Patient-Centered Care Management Teams
• Care Team Conceptualizations
• The Coordination Problem
• Defining Care Management Teams
• Care Management Team Context-Mechanism-Outcome Configurations
• Designing Care Management Teams
• The Role of Fidelity
• A Real Team
• Team Size and Workload
• Task Scope and Team Composition
• Division of Labor
• Coordination
• Embedding: Care Management Team Networks
• Implementing Care Management Teams
• A Conceptual Model
• Relational Aspects of Team Implementation
• Conclusion
• Chapter 7 Remember It Is a Workplace: Health Care Organizations as Sociological Artifacts
• Routines
• Emotions
• Roles, Careers, and Identities
• Work
• A Word about Context
• Conclusion
• Chapter 8 Differentiated, Integrated, and Overlooked: Hospital-Based Clusters
• Hospital-Based Clusters
• Clusters: A Brief History
• Two Decades of Change
• Cluster Integration and Differentiation
• Spatial Proximity and Service Capacities
• Differentiation and Integration within Clusters
• Vertical versus Horizontal Differentiation and Integration
• Evidence of Vertical Differentiation
• Service Differentiation
• Case Differentiation
• Explaining Cluster Forms Using a Multitheoretical Perspective
• Conclusion
• Chapter 9 Profound Change in Medical Technologies: Time to Reexamine the Technology-Structure Nexus
• Update on Structural Contingency Models
• How to Conceptualize Genomic Medicine
• Genomic Medicine and Cancer Treatment: Uncertainty and Multiple Barriers
• The Political Side of Disruptive Technologies
• The Liability of Newness within Organizations: Multidisciplinary Care Delivery Teams and Genomic Med
• The Liability of Newness as a Multilevel Problem: MDCs and Billing
• Disruptive Technologies and the Upheaval of Traditional Status Hierarchies
• Structural Gaps between Genomic Medicine Requirements and Health Care Organizational Capacity
• Conclusion
• Chapter 10 Social Network Analysis and the Integration of Care: Theory and Method
• Social Network Analysis: A Multitheory, Multilevel Framework
• Strategic Choice
• Natural Selection
• Collective Action
• System-Structural
• SNA Requires More Than Two Actors
• Actors, Cliques, and Collectives: Levels of Analysis in SNA Metrics
• Actor-Focused Metrics and Research
• Mesolevel Metrics and Research
• Network-Level Metrics and Research
• Conclusion
• Note
• Chapter 11 Complexity and Health Care: Tools for Engagement
• What Is Complexity Science?
• Appeal of Complexity Science
• Intellectual Appeal
• Practical Appeal
• Modest Use of Complexity Science in Health Care
• Reasons for Modest Use of Complexity Science in Health Care
• Scientific Tools for Engaging Complexity
• System Dynamics, Simulation, and Modeling
• Fuzzy Set Qualitative Comparative Analysis
• Social Network Analysis
• Positive Deviance
• Adaptive Leadership
• Conclusion
• Chapter 12 Synthesis and Convergence: The Maturation of Organization Theory
• Conceptual Similarities
• Intersection of Different Levels of Analysis: Macro, Meso, and Micro
• Standardization versus Improvisation and Adaptation
• What We Observe in Emerging Forms: Accountable Care Organizations and Primary Care Medical Homes
• Synthesizing Perspectives
• Specific Synthetic Approaches
• Conclusion: Paradox
• References
• Name Index
• Subject Index