New development: 4P recommendations for implementing change, from research in hospitals

References

• Adler, P. S., and Kwon, S. W. (2013), The mutation of professionalism as a contested diffusion process: clinical guidelines as carriers of institutional change in medicine. Journal of Management Studies, 50, 5, pp. 930–962. doi: 10.1111/joms.12003
   Web of Science ®Google Scholar
• Bamber, G. J., Stanton, P., Bartram, T. and Ballardie, R. (2014), Human resource management, Lean processes and outcomes for employees: towards a research agenda. International Journal of Human Resource Management, 25, 21, pp. 2881–2892. doi: 10.1080/09585192.2014.962563
   Web of Science ®Google Scholar
• Berwick, D. M. (2003), Improvement, trust and the healthcare workforce. Quality and Safety in Health Care, 12, 6, pp. 448. doi: 10.1136/qhc.12.6.448
   PubMedGoogle Scholar
• Bhasin, S. (2012), An appropriate change strategy for Lean success. Management Decision, 50, 3, pp. 439–458. doi: 10.1108/00251741211216223
   Web of Science ®Google Scholar
• Dixon-Woods, M. et al. (2014), Culture and behaviour in the English National Health Service: overview of lessons from a large multimethod study. BMJ Quality and Safety, 23, pp. 106–115. doi: 10.1136/bmjqs-2013-001947
   PubMed Web of Science ®Google Scholar
• Duncan, E. A. and Warden, G. L. (1999), Influential leadership and change environment: the role leaders play in the growth and development of the people they lead. Journal of Healthcare Management, 44, 4, pp. 225–268.
   PubMed Web of Science ®Google Scholar
• Fine, B. A., Golden, B., Hannam, R. and Morra, D. (2009), Leading Lean: a Canadian healthcare leader’s guide. Healthcare Quarterly, 12, 3, pp. 32–41. doi: 10.12927/hcq.2013.20877
   PubMedGoogle Scholar
• Holmemo, M. D. Q. and Ingvaldsen, J. A. (2015), Bypassing the dinosaurs? How middle managers become the missing link in Lean implementation. Total Quality Management and Business Excellence, 27, 11–12, pp. 1322–1345.
   Web of Science ®Google Scholar
• Kahn, W. (2005), Holding Fast. The Struggle to Create Resilient Caregiving Organizations (Brunner-Routledge).
   Google Scholar
• Leatt, P. and Porter, J. (2003), Where are the healthcare leaders? The need for investment in leadership development. Healthcare Papers, 4, 1, pp. 14–31. doi: 10.12927/hcpap.2003.16891
   PubMedGoogle Scholar
• Leggat, S. G. (2008), Operations management: the search for value in healthcare organisation and performance. In Iedema, R. and Sorenson, R. (Eds), Managing Clinical Processes in Health Services (Mosby Elsevier), pp. 21–34.
   Google Scholar
• Leggat, S. G. (2011), The public hospital system in Australia. In Willis, E. et al. (Eds), Working in the Australian Health Care System (Elsevier).
   Google Scholar
• Leggat, S. G., Bartram, T., Stanton, P., Bamber, G. J. and Sohal, A. (2015), Have process redesign methods, such as LEAN, been successful in changing care delivery in hospitals? A systematic review. Public Money & Management, 35, 2, pp. 161–168. doi: 10.1080/09540962.2015.1007714
   Web of Science ®Google Scholar
• Leggat, S. G., Stanton, P. and Bartram, T. (2008), Exploring the link between people management and patient safety in Australian public hospitals. Health Services Management Research, 21, pp. 32–39. doi: 10.1258/hsmr.2007.007012
   PubMedGoogle Scholar
• Mansar, S. L. and Reijers, H. A. (2007), Best practices in business and process redesign: use and impact. Business Process Management Journal, 13, 2, pp. 193–213. doi: 10.1108/14637150710740455
   Google Scholar
• Morgan, D. and Zeffane, R. (2003), Employee involvement, organizational change and trust in management. International Journal of Human Resource Management, 14, 1, pp. 55–75. doi: 10.1080/09585190210158510
   Web of Science ®Google Scholar
• Nembhard, I. M. and Edmondson, A. C. (2006), Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behaviour, 27, pp. 941–966. doi: 10.1002/job.413
   Web of Science ®Google Scholar
• Nugus, P. and Braithwaite, J. (2010), The dynamic interaction of quality and efficiency in the emergency department: squaring the circle? Social Science and Medicine, 70, pp. 511–517. doi: 10.1016/j.socscimed.2009.11.001
   PubMed Web of Science ®Google Scholar
• Parker, S. K. (2003), Longitudinal effects of Lean production on employee outcomes and the mediating role of work characteristics. Journal of Applied Psychology, 88, 4, pp. 620–634. doi: 10.1037/0021-9010.88.4.620
   PubMed Web of Science ®Google Scholar
• Pfeffer, J. (1994), Competitive Advantage Through People: Unleashing the Power of the Workforce (Harvard Business School Press).
   Google Scholar
• Poksinska, B. (2010), The current state of Lean implementation in health care a literature review. Quality Management in Health Care, 19, 4, pp. 319–329. doi: 10.1097/QMH.0b013e3181fa07bb
   PubMedGoogle Scholar
• Radnor, Z. and Bateman, N. (2016), The development of a new discipline—public service operations management. Public Money & Management, 36, 4, pp. 246–248. doi: 10.1080/09540962.2016.1162586
   Web of Science ®Google Scholar
• Radnor, Z. and Boaden, R. (2010), Lean in public services—panacea or paradox? Public Money & Management, 23, 1, pp. 3–7.
   Google Scholar
• Radnor, Z. (2011), Implementing Lean in health care: making the link between the approach, readiness and sustainability. International Journal of Industrial Engineering and Management, 2, 1, pp. 1–12.
   Google Scholar
• Reay, T. and Hinings, C. R. (2005), The recomposition of an organizational field: health care in Alberta. Organization Studies, 26, p. 351. doi: 10.1177/0170840605050872
   Web of Science ®Google Scholar
• Scott, I. (2009), What are the most effective strategies for improving quality and safety of health care? Internal Medicine Journal, 39, pp. 389–400. doi: 10.1111/j.1445-5994.2008.01798.x
   PubMed Web of Science ®Google Scholar
• Scoville, R., Little, K., Rakover, J., Luther, K. and Mate, K. (2016), Sustaining Improvement (IHI).
   Google Scholar
• Stanton, P., Gough, R., Ballardie, R., Bartram, T., Bamber, G. J. and Sohal, A. (2014), Implementing Lean management/Six Sigma in hospitals: beyond empowerment or work intensification? International Journal of Human Resource Management, 25, 21, pp. 2926–2940. doi: 10.1080/09585192.2014.963138
   Web of Science ®Google Scholar
• Stewart, P., Danford, A., Richardson, M. and Pulignano, V. (2010), Workers’ experiences of skill, training and participation in Lean and high performance workplaces in Britain and Italy. Employee Relations, 32, 6, pp. 606–624. doi: 10.1108/01425451011083654
   Google Scholar
• Timmons, S., Coffey, F. and Vezyridis, P. (2014), Implementing Lean methods in the emergency department: the role of professions and professional status. Journal of Health Organization and Management, 28, 2, pp. 214–228. doi: 10.1108/JHOM-10-2012-0203
   PubMed Web of Science ®Google Scholar
• Waring, J. J. and Bishop, S. (2010), Lean healthcare: rhetoric, ritual and resistance. Social Science and Medicine, 71, 7, pp. 1332–1340. doi: 10.1016/j.socscimed.2010.06.028
   PubMed Web of Science ®Google Scholar