References
- Allen, D. 2013. “Understanding Context for Quality Improvement: Artefacts, Affordances and Socio-material Infrastructure.” Health 17 (5): 460–477. doi:https://doi.org/10.1177/1363459312464072.
- Allen, P., W. Bartlett, V. Perotin, B. Zamora, and S. Turner. 2011. “New Forms of Provider in the English National Health Service.” Annals of Public and Cooperative Economics 82 (1): 77–95. doi:https://doi.org/10.1111/j.1467-8292.2010.00431.x.
- Bate, P. 2014. “Context Is Everything.” In Perspectives on Context: A Collection of Essays considering the Role of Context in Successful Quality Improvement, 3–27, London: Health Foundation. ISBN 978-1-906461-51-5.
- Best, A., T. Greenhalgh, S. Lewis, J. E. Saul, S. Carroll, and J. Bitz. 2012. “Large‐system Transformation in Health Care: A Realist Review.” The Milbank Quarterly 90 (3): 421–456. September. doi:https://doi.org/10.1111/j.1468-0009.2012.00670.x.
- Bevan, G., M. Karanikolos, J. Exley, E. Nolte, and M. N. Connolly. 2014. The Four Health Systems of the United Kingdom: How Do They Compare? Source Report. London: Health Foundation and Nuffield Trust.
- Boaz, A., J. Baeza, and A. Fraser. 2016. “Does the ‘Diffusion of Innovations’ Model Enrich Understanding of Research Use? Case Studies of the Implementation of Thrombolysis Services for Stroke.” Journal of Health Services Research & Policy 21 (4): 229–234. doi:https://doi.org/10.1177/1355819616639068.
- Bowen, S., T. Erickson, P. J. Martens, and S. Crockett. 2009. “More than “Using Research”: The Real Challenges in Promoting Evidence-informed Decision-making.” Healthcare Policy 4 (3): 87–102.
- Bradley, E. H., L. A. Curry, and K. J. Devers. 2007. “Qualitative Data Analysis for Health Services Research: Developing Taxonomy, Themes, and Theory.” Health Services Research 42 (4): 1758–1772. doi:https://doi.org/10.1111/j.1475-6773.2006.00684.x.
- Bryson, J. M., B. C. Crosby, and J. K. Bryson. 2009. “Understanding Strategic Planning and the Formulation and Implementation of Strategic Plans as a Way of Knowing: The Contributions of Actor-Network Theory.” International Public Management Journal 12 (2): 172–207. doi:https://doi.org/10.1080/10967490902873473.
- Chen, J., R. M. Walker, and M. Sawhney. 2019. “Public Service Innovation: A Typology.” Public Management Review. doi:https://doi.org/10.1080/14719037.2019.1645874.
- Cinar, E., P. Trott, and C. Christopher Simms. 2019b. “An International Exploration of Barriers and Tactics in the Public Sector Innovation Process.” Public Management Review 21 (2): 264–290. doi:https://doi.org/10.1080/14719037.2019.1668470.
- Cinar, E., P. Trott, and C. Simms. 2019a. “A Systematic Review of Barriers to Public Sector Innovation Process.” Public Management Review 21 (2): 264–290. doi:https://doi.org/10.1080/14719037.2018.1473477.
- Demircioglu, M. A. 2019. “The Effects of Organizational and Demographic Context for Innovation Implementation in Public Organizations.” Public Management Review. doi:https://doi.org/10.1080/14719037.2019.1668467.
- Department of Health. 2011. “Innovation, Health and Wealth, Accelerating Adoption and Diffusion in the NHS.„ London: Department of Health.
- Dopson, S., L. Fitzgerald, and E. Ferlie. 2008. “Understanding Change and Innovation in Healthcare Settings: Reconceptualizing the Active Role of Context.” Journal of Change Management 8 (3–4): 213–231. doi:https://doi.org/10.1080/14697010802133577.
- Evans, B., H. Snooks, H. Howson, and M. Davies. 2013. “How Hard Can It Be to Include Research Evidence and Evaluation in Local Health Policy Implementation? Results from a Mixed Methods Study.” Implementation Science 8 (1): 17. doi:https://doi.org/10.1186/1748-5908-8-17.
- Evans, D. 2003. “Hierarchy of Evidence: A Framework for Ranking Evidence Evaluating Healthcare Interventions.” Journal of Clinical Nursing 12 (1): 77–84. doi:https://doi.org/10.1046/j.1365-2702.2003.00662.x.
- Ferlie, E., T. Crilly, A. Jashapara, and A. Peckham. 2012. Knowledge mobilisation in healthcare: a critical review of health sector and generic management literature. Social science & medicine 74 (8): 1297–1304.
- Fernando, R., A. B. Leticia, and J. T. Antonio. 2018. “How Does Managed Competition Affect Hospital Prices in a Social Health Insurance System? The Colombian Case.” Health Policy and Planning 33 (9): 1037–1046. November 1. doi:https://doi.org/10.1093/heapol/czy085.
- Fitzgerald, L., E. Ferlie, M. Wood, and C. Hawkins. 2002. “Interlocking Interactions, the Diffusion of Innovations in Health Care.” Human Relations 55 (12): 1429–1449. doi:https://doi.org/10.1177/001872602128782213.
- Flynn, R. 2002. Clinical governance and governmentality.” Health, risk & society 4 (2): 155–173.
- Fraser, A., J. I. Baeza, and A. Boaz. 2017. “‘Holding the Line’: A Qualitative Study of the Role of Evidence in Early Phase Decision-making in the Reconfiguration of Stroke Services in London.” Health Research Policy and Systems 15 (1): 45. doi:https://doi.org/10.1186/s12961-017-0207-7.
- George, B., S. Desmidt, P. A. Nielsen, and M. Baekgaard. 2017. “Rational Planning and Politicians’ Preferences for Spending and Reform: Replication and Extension of a Survey Experiment.” Public Management Review 19 (9): 1251–1271. doi:https://doi.org/10.1080/14719037.2016.1210905.
- Gieske, H., B. George, I. van Meerkerk, and A. van Buuren. 2020. “Innovating and Optimizing in Public Organizations: Does More Become Less?” Public Management Review 22 (4): 475–497. doi:https://doi.org/10.1080/14719037.2019.1588356.
- Greenhalgh, T., G. Robert, F. Macfarlane, P. Bate, and O. Kyriakidou. 2004. “Diffusion of Innovations in Service Organizations: Systematic Review and Recommendations.” The Milbank Quarterly 82 (4): 581–629. doi:https://doi.org/10.1111/j.0887-378X.2004.00325.x.
- Jasanoff, S., ed. 2004. States of Knowledge: The Co-production of Science and the Social Order. London: Routledge.
- Jones, L., and M. Exworthy. 2015. “Framing in Policy Processes: A Case Study from Hospital Planning in the National Health Service in England.” Social Science & Medicine 124: 196–204. doi:https://doi.org/10.1016/j.socscimed.2014.11.046.
- Kislov, R., P. Wilson, G. Cummings, A. Ehrenberg, W. Gifford, J. Kelly, A. Kitson, et al. 2019. “From Research Evidence to “Evidence by Proxy”? Organizational Enactment of Evidence‐Based Health Care in Four High‐Income Countries.” Public Administration Review 79 (5): 684–698. doi:https://doi.org/10.1111/puar.13056.
- Knorr Cetina, K. 2001. “Objectual Practice.” In The Practice Turn in Contemporary Theory, edited by T. Schatzki, C. Knorr Cetina, and von Savigny, 175–188, London: Routledge.
- Kotecha, A., S. Turner, C. Vasilakis, M. Utley, N. Fulop, A. Azuara-Blanco, and P. J. Foster. 2014. “Improving Care and Increasing Efficiency—challenges in the Care of Chronic Eye Diseases.„ Eye 28: 779-783.
- Langley, A., and J. L. Denis. 2011. “Beyond Evidence: The Micropolitics of Improvement.” BMJ Quality & Safety 20 (Suppl 1): i43–i46. doi:https://doi.org/10.1136/bmjqs.2010.046482.
- Law, J. 2004. After Method: Mess in Social Science Research. London: Routledge.
- Lehoux, P., F. Roncarolo, H. P. Silva, A. Boivin, J. L. Denis, and R. Hébert. 2019. “What Health System Challenges Should Responsible Innovation in Health Address? Insights from an International Scoping Review.” International Journal of Health Policy and Management 8 (2): 63–75. doi:https://doi.org/10.15171/ijhpm.2018.110.
- Liff, R., and T. Andersson. 2020. “Experts’ Contribution to Strategy When Strategy Is Absent. A Case Study of Quality Experts in Hospitals.” Public Management Review 1–21. doi:https://doi.org/10.1080/14719037.2020.1751256.
- Marabelli, M., S. Newell, C. Krantz, and J. Swan. 2014. “Knowledge Sharing and Health-care Coordination: The Role of Creation and Use Brokers.” Health Systems 3 (3): 185–198.
- McGrath, C., and D. Zell. 2001. “The Future of Innovation Diffusion Research and Its Implications for Management: A Conversation with Everett Rogers.” Journal of Management Inquiry 10 (4): 386–391. December. doi:https://doi.org/10.1177/1056492601104012.
- McKevitt, C., A. I. Ramsay, C. Perry, S. J. Turner, R. Boaden, C. D. Wolfe, and N. J. Fulop. 2018. “Patient, Carer and Public Involvement in Major System Change in Acute Stroke Services: The Construction of Value.” Health Expectations 21 (3): 685–692. doi:https://doi.org/10.1111/hex.12668.
- Mintzberg, H. 1989. Mintzberg on Management: Inside Our Strange World of Organizations. London: Macmillan.
- Monteiro, P., and D. Nicolini. 2015. “Recovering Materiality in Institutional Work: Prizes as an Assemblage of Human and Material Entities.” Journal of Management Inquiry 24 (1): 61–81. doi:https://doi.org/10.1177/1056492614546221.
- Morris, S., R. M. Hunter, A. I. Ramsay, R. Boaden, C. McKevitt, C. Perry, N. Pursani, et al. 2014. “Impact of Centralising Acute Stroke Services in English Metropolitan Areas on Mortality and Length of Hospital Stay: Difference-in-differences Analysis.” BMJ 349: 4757. doi:https://doi.org/10.1136/bmj.g4757.
- Morris, Z. S., S. Wooding, and J. Grant. 2011. “The Answer Is 17 Years, What Is the Question: Understanding Time Lags in Translational Research.” Journal of the Royal Society of Medicine 104 (12): 510–520. doi:https://doi.org/10.1258/jrsm.2011.110180.
- National Health Executive. 2015. “Centralisation of Stroke Services in Greater Manchester to Be Extended.” March 16 2015. http://www.nationalhealthexecutive.com/Health-Care-News/centralisation-of-stroke-services-in-greater-manchester-to-be-extended
- National Institute for Health and Care Excellence. 2015. Suspected Cancer: Recognition and Referral [NG12]. London: National Institute for Health and Care Excellence. https://www.nice.org.uk/guidance/ng12
- Nicolini, D., J. Powell, P. Conville, and L. Martinez‐Solano. 2008. “Managing Knowledge in the Healthcare Sector. A Review.” International Journal of Management Reviews 10 (3): 245–263. doi:https://doi.org/10.1111/j.1468-2370.2007.00219.x.
- Oliver, A. 2007. “Inconsistent Objectives and Reflections on Some Selective Health Care Policy Developments in Europe.” Health Economics, Policy, and Law 2 (1): 93e106. doi:https://doi.org/10.1017/S1744133106006220.
- Oliver, K., and W. Pearce. 2017. “Three Lessons from Evidence-based Medicine and Policy: Increase Transparency, Balance Inputs and Understand Power.” Palgrave Communications 3 (1): 43. doi:https://doi.org/10.1057/s41599-017-0045-9.
- Orlikowski, W. J., and S. V. Scott. 2008. “Sociomateriality: Challenging the Separation of Technology, Work and Organization.” Academy of Management Annals 2 (1): 433–474. doi:https://doi.org/10.5465/19416520802211644.
- Preda, A. 2002. “Financial Knowledge, Documents, and the Structures of Financial Services.” Journal of Contemporary Ethnography 31 (2): 207–239. doi:https://doi.org/10.1177/0891241602031002004.
- Prior, L. 2008. “Repositioning Documents in Social Research.” Sociology 42 (5): 821–836. doi:https://doi.org/10.1177/0038038508094564.
- Robert, G., T. Greenhalgh, F. MacFarlane, and R. Peacock. 2010. “Adopting and Assimilating New Non-pharmaceutical Technologies into Health Care: A Systematic Review.” Journal of Health Services Research & Policy 15 (4): 243–250. doi:https://doi.org/10.1258/jhsrp.2010.009137.
- Rogers, E. M. 2003. Diffusion of Innovations. 5th ed. New York, NY: Free Press.
- Rycroft‐Malone, J., K. Seers, A. Titchen, G. Harvey, A. Kitson, and B. McCormack. 2004. What counts as evidence in evidence‐based practice?” Journal of advanced nursing 47 (1): 81–90.
- Sackett, D. L., W. M. Rosenberg, J. M. Gray, R. B. Haynes, and W. S. Richardson. 1996. “Evidence Based Medicine: What It Is and What It Isn’t.” BMJ 312 (7023): 71. doi:https://doi.org/10.1136/bmj.312.7023.71.
- Timmermans, S., and I. Tavory. 2012. “Theory Construction in Qualitative Research: From Grounded Theory to Abductive Analysis.” Sociological Theory 30 (3): 167–186. doi:https://doi.org/10.1177/0735275112457914.
- Timmermans, S., and R. Almeling. 2009. “Objectification, Standardization, and Commodification in Health Care: A Conceptual Readjustment.” Social Science & Medicine 69 (1): 21–27. doi:https://doi.org/10.1016/j.socscimed.2009.04.020.
- Turner, S., A. N. A. Lourenço, and P. Allen. 2016a. “Hybrids and Professional Communities: Comparing UK Reforms in Healthcare, Broadcasting and Postal Services.” Public Administration 94 (3): 700–716. doi:https://doi.org/10.1111/padm.12256.
- Turner, S., D. D’Lima, E. Hudson, S. Morris, J. Sheringham, N. Swart, N. J. Fulop, et al. 2017. “Evidence Use in Decision-making on Introducing Innovations: A Systematic Scoping Review with Stakeholder Feedback.” Implementation Science 12 (1): 145. doi:https://doi.org/10.1186/s13012-017-0669-6.
- Turner, S., I. G. Ramsay, C. Perry, R. J. Boaden, C. McKevitt, S. Morris, N. Pursani, A. Rudd, P. Tyrrell, C. Wolfe, and N. Fulop. 2016b. “Lessons for Major System Change: Stroke Service Centralization in Two Metropolitan Areas of England.” Journal of Health Services Research & Policy 21 (3): 156–165. doi:https://doi.org/10.1177/1355819615626189.
- Turner, S., J. Higginson, C. A. Oborne, R. E. Thomas, A. I. Ramsay, and N. J. Fulop. 2014. “Codifying Knowledge to Improve Patient Safety: A Qualitative Study of Practice-based Interventions.” Social Science & Medicine 113: 169–176. doi:https://doi.org/10.1016/j.socscimed.2014.05.031.
- Turner, S., P. Allen, W. Bartlett, and V. Pérotin. 2011. “Innovation and the English National Health Service: A Qualitative Study of the Independent Sector Treatment Centre Programme.” Social Science & Medicine 73 (4): 522–529. doi:https://doi.org/10.1016/j.socscimed.2011.06.014.
- Urquhart, R., C. Kendell, L. Geldenhuys, A. Ross, M. Rajaraman, A. Folkes, L. L. Madden, et al. 2019. “The Role of Scientific Evidence in Decisions to Adopt Complex Innovations in Cancer Care Settings: A Multiple Case Study in Nova Scotia, Canada.” Implementation Science 14 (1): 14. doi:https://doi.org/10.1186/s13012-019-0859-5.
- Van de Ven, A. H. 1991. The Process of Adopting Innovations in Organizations: Three Cases of Hospital Innovations, People and Technology in the Workplace. Washington, DC: National Academy of Engineering and National Research Council, The National Academies Press. doi:https://doi.org/10.17226/1860.1991.
- Van der Voet, J., and B. Steijn. 2020. “Team Innovation through Collaboration: How Visionary Leadership Spurs Innovation via Team Cohesion.” Public Management Review 1–20. doi:https://doi.org/10.1080/14719037.2020.1743344.
- Waring, J., G. Currie, A. Crompton, and S. Bishop. 2013. “An Exploratory Study of Knowledge Brokering in Hospital Settings: Facilitating Knowledge Sharing and Learning for Patient Safety?” Social Science & Medicine 98: 79–86. doi:https://doi.org/10.1016/j.socscimed.2013.08.037.
- Weiss, C. 1999. “The Interface between Evaluation and Public Policy.” Evaluation 5 (4): 468–486. doi:https://doi.org/10.1177/135638909900500408.
- Whittington, J. W., K. Nolan, N. Lewis, and T. Torres. 2015. “Pursuing the Triple Aim: The First 7 Years.” Milbank Quarterly 93 (2): 263–300. doi:https://doi.org/10.1111/1468-0009.12122.
- Williams, I., H. Brown, and P. Healy. 2018. “Contextual Factors Influencing Cost and Quality Decisions in Health and Care: A Structured Evidence Review and Narrative Synthesis.” International Journal of Health Policy and Management 7 (8): 683–695. doi:https://doi.org/10.15171/ijhpm.2018.09.
- Yin, R. K. 2013. “Validity and Generalization in Future Case Study Evaluations.” Evaluation 193 (3): 321–332. doi:https://doi.org/10.1177/1356389013497081.