Optimizing enactment of nursing roles: redesigning care processes and structures

References

• Fowler J, Hardy J, Howarth T. Trialing collaborative nursing Models of Care: the impact of change. Aust J Adv Nurs. 2006;23(4):40–46.
   PubMed Web of Science ®Google Scholar
• D’Amour D, Dubois CA, Déry J, et al. Measuring actual scope of nursing practice: a new tool for nurse leaders. J Nurs Adm. 2012;42(5):248–255.
   Web of Science ®Google Scholar
• Morrison D, Cordery J, Girardi A, Payne R. Job design, opportunities for skill utilization and intrinsic job satisfaction. European Journal of Work and Organizational Psychology. 2005;14:59–79.
   Web of Science ®Google Scholar
• Campbell GM, Briley T. Bundled redesign: transformational reorganization of acute care delivery. Crit Care Nurs Clin North Am. 2008;20:489–498.
   Google Scholar
• Hyde P, McBride A, Young R, Walshe K. Role redesign: new ways of working in the NHS. Personnel Review. 2005;34(6):697–712.
   Web of Science ®Google Scholar
• Sibbald B, Shen J, McBride A. Changing the skill-mix of the health care workforce. J Health Serv Res Policy. 2004;9 Suppl l:28–38.
   Google Scholar
• Joosten T, Bongers I, Janssen R. Application of lean thinking to health care: issues and observations. Int J Qual Health Care. 2009;21(5):341–347.
   PubMed Web of Science ®Google Scholar
• Brackett T, Comer L, Whichello R. Do lean practices lead to more time at the bedside? J Healthc Qual. 2013;35(2):7–14.
   Web of Science ®Google Scholar
• Ebright P. The complex work of RNs: implications for healthy work environments. Online J Issues Nurs. 2010;15(1).
   Google Scholar
• Upenieks VV, Akhavan J, Kotlerman J. Value-added care: a paradigm shift in patient care delivery. Nurs Econ. 2008;26(5):294–300.
   PubMed Web of Science ®Google Scholar
• Irvine D, Sidani S, Hall LM. Finding value in nursing care: a framework for quality improvement and clinical evaluation. Nurs Econ. 1998;16(3):110–116, 131.
   Web of Science ®Google Scholar
• Donabedian A. The quality of care. J Am Med Assoc. 1988;260(12):1743–1748.
   PubMed Web of Science ®Google Scholar
• Doran D, Sidani S, Keatings M, Doidge D. An empirical test of the Nursing Role Effectiveness Model. J Adv Nurs. 2002;38(1):29–39.
   PubMed Web of Science ®Google Scholar
• Roberto MA, Levesque LC. The art of making change initiatives stick. MIT Sloan Manag Rev. 2005;46(4):53–60.
   Google Scholar
• Thesen J, Kuzel AJ. Participatory inquiry. In: Crabtree BF, Miller WL, editors. Doing Qualitative Research. Thousand Oaks, CA: Sage Publications; 1999:269–290.
   Google Scholar
• Marshall C, Rossman G. Designing Qualitative Research. Thousand Oaks, CA: Sage Publications; 1999.
   Google Scholar
• Morse JM, Richards L. Readme First for a User’s Guide to Qualitative Methods. Thousand Oaks, CA: Sage Publications; 2002.
   Google Scholar
• Baum F, MacDougall C, Smith D. Participatory action research. J Epidemiol Community Health. 2006;60(10):854–857.
   PubMed Web of Science ®Google Scholar
• Koch T, Mann S, Kralik D, van Loon AM. Reflection: look, think and act cycles in participatory action research. J Res Nurs. 2005;10(3):261–278.
   Google Scholar
• White D, Jackson K, Besner J, et al. Enhancing Nursing Role Effectiveness Through Job Redesign: Final Report. Calgary, AB: Alberta Health Services; 2009. Available from: http://www.albertahealthservices.ca/Researchers/if-res-hswru-job-redesign-report-2009.pdf. Accessed October 8, 2013.
   Google Scholar
• White DE, Jackson K, Besner J, Norris JM. The examination of nursing work through a role accountability framework. J Nurs Manag. Epub November 27, 2013.
   Google Scholar
• Stevenson L, Parent K, Purkis ME. Redesigning care delivery in British Columbia. Healthc Manage Forum. 2012;25(1):16–19.
   Google Scholar
• Crabtree BF, Miller WL, editors. Using codes and code manuals: a template organizing style of interpretation. Doing Qualitative Research. Thousand Oaks, CA: Sage Publications; 1999:163–178.
   Google Scholar
• Improvement Leaders’ Guide to Redesigning Roles. NHS Modernisation Agency; 2004. Available from: http://web.archive.org/web/20040205224111/www.modern.nhs.uk/improvementguides/reading/redesigningroles_final.pdf. Accessed July 18, 2012.
   Google Scholar
• Gunderson M. Rethinking Productivity From a Workplace Perspective. Ottawa, ON: Canadian Policy Research Networks; 2002. Available from: http://www.cprn.org/documents/12329_en.PDF. Accessed January 15, 2009.
   Google Scholar
• Stebbins MW, Shani AB. Organization design and the knowledge worker. Leadership and Organization Development Journal. 1995;16:23–30.
   Google Scholar
• Koehoorn M, Lowe GS, Rondeau KV, Schellenberg G, Wagar TH. Creating High-Quality Health Care Workplaces. Ottawa, ON: Canadian Policy Research Networks; 2002. Available from: http://www.cprn.org/documents/8984_en.PDF. Accessed January 15, 2009.
   Google Scholar
• Carney M. The development of a model to manage change: reflection on a critical incident in a focus group setting. An innovative approach. J Nurs Manag. 2000;8:265–272.
   Google Scholar
• Kotter JP. Leading Change. Boston, MA: Harvard Business Press; 1996.
   Google Scholar
• Hayman B, Wilkes L, Cioffi J. Change process during redesign of a model of nursing practice in a surgical ward. J Nurs Manag. 2008;16(3):257–265.
   Web of Science ®Google Scholar
• Kouzes JM, Posner BZ. The Leadership Challenge. 4th ed. San Francisco, CA: Jossey-Bass; 2007.
   Google Scholar
• Besner J, Doran D, McGillis Hall L, et al. A Systematic Approach to Maximizing Nursing Scopes of Practice. Ottawa, ON: Canadian Health Services Research Foundation; 2005. Available from: http://www.chsrf.ca/Migrated/PDF/ResearchReports/OGC/besner_e.pdf. Accessed July 18 2012.
   Google Scholar
• Needleman J, Buerhaus PI, Stewart M, Zelevinsky K, Mattke S. Nurse staffing in hospitals: is there a business case for quality? Health Aff (Millwood). 2006;25(1):204–211.
   Web of Science ®Google Scholar
• Tourangeau AE, Doran DM, McGillis Hall L, et al. Impact of hospital nursing care on 30-day mortality for acute medical patients. J Adv Nurs. 2007;57(1):32–44.
   Web of Science ®Google Scholar
• Geary S, Cale DD, Quinn B, Winchell J. Daily rapid rounds: decreasing length of stay and improving professional practice. J Nurs Adm. 2009;39(6):293–298.
   Web of Science ®Google Scholar
• Odwazny R, Hasler S, Abrams R, McNutt R. Organizational and cultural changes for providing safe patient care. Qual Manag Health Care. 2005;14(3):132–143.
   Google Scholar
• Pronovost P, Weast B, Rosenstein B, et al. Implementing and validating a comprehensive unit-based safety program. J Patient Saf. 2005;1(1):33–40.
   Google Scholar
• Ramanujam R, Rousseau DM. The challenges are organizational not just clinical. J Organ Behav. 2006;27(7):811–827.
   Web of Science ®Google Scholar
• Caldwell DF, Chatman J, O’Reilly CA 3rd, Ormiston M, Lapiz M. Implementing strategic change in a health care system: the importance of leadership and change readiness. Health Care Manage Rev. 2008;33(2):124–133.
   PubMed Web of Science ®Google Scholar
• Kosnik LK, Espinosa JA. Microsystems in health care: Part 7. The microsystem as a platform for merging strategic planning and operations. Jt Comm J Qual Saf. 2003;29(9):452–459.
   Google Scholar
• Ramanujam R, Keyser D, Sirio C. Making a case for organizational change in patient safety initiatives. In: Henriksen K, Battles JB, Marks ES, Lewin DI, editors. Advances in Patient Safety: From Research to Implementation. Vol 2. Rockville, MD: Agency for Healthcare Research and Quality; 2005:455–465.
   Google Scholar
• Golden BR, Martin RL. Aligning the stars: using systems thinking to (re)design Canadian healthcare. Healthc Q. 2004;7(4):34–42.
   Google Scholar
• Glickman SW, Baggett KA, Krubert CG, Peterson ED, Schulman KA. Promoting quality: the health-care organization from a management perspective. Int J Qual Health Care. 2007;19(6):341–348.
   PubMed Web of Science ®Google Scholar
• Dixon NM, Shofer M. Struggling to invent high-reliability organizations in health care settings: insights from the field. Health Serv Res. 2006;41(4 Pt 2):1618–1632.
   Web of Science ®Google Scholar
• Woodward S. Learning and sharing safety lessons to improve patient care. Nurs Stand. 2006;20(18):49–53.
   Google Scholar
• Brach C, Lenfestey N, Roussel A, Ammozegar J, Sorensen A. Will it Work Here? A Decisionmaker’s Guide to Adopting Innovations. Prepared by RTI International under Contract No. 233-02-0090. Agency for Healthcare Research and Quality (AHRQ) Publication No. 08-0051. Rockville, MD: AHRQ;2008. Available from: http://www.innovations.ahrq.gov/guide/guideTOC.aspx. Accessed July 18, 2012.
   Google Scholar
• Appelbaum SH, Berke J, Taylor J, Vazquez JA. The role of leadership during large scale organizational transitions: lessons from six empirical studies. Journal of American Academy of Business, Cambridge. 2008;13(1):16–24.
   Google Scholar
• Massoud MR, Nielsen GA, Nolan K, Schall MW, Sevin C. A Framework for Spread: From Local Improvements to System-Wide Change. IHI Innovation Series white paper. Cambridge, MA: Institute for Healthcare Improvement; 2006. Available from: www.IHI.org. Accessed July 18, 2012.
   Google Scholar
• MacPhee M. Strategies and tools for managing change. J Nurs Adm. 2007;37(9):405–413.
   PubMed Web of Science ®Google Scholar
• Birken SA, Lee SY, Weiner BJ. Uncovering middle managers’ role in healthcare innovation implementation. Implement Sci. 2012; 7(1):28.
   PubMedGoogle Scholar