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Table of Contents
Оглавление1 Cover
4 Foreword by Jean-Louis Denis Adaptation, Trust and Methodology
6 Introduction The Challenges of “Altering Frontiers”: The Multiple Facets of Boundaries to Cross and Articulate I.1. Altering frontiers: a boundary concept I.2. Conclusion I.3. References
7 PART 1: Innovations as Seen by Stakeholders Introduction to Part 1 1 Recognition of Patients’ Experiential Knowledge and Co-production of Care Knowledge with Patients and Citizens in the 21st Century 1.1. Introduction 1.2. From “empowerment” to the “patient revolution”, an international trend 1.3. From paternalism to different forms of participation and partnership with patients 1.4. Innovative practices 1.5. Conclusion 1.6. References 2 Innovative Organizations and Professional Strategies: The Nursing Professional Space 2.1. Introduction: experimenting experimentation 2.2. Participatory evidence-based policy: a new conceptual framework? 2.3. Article 51: a full-scale test 2.4. The nursing space: a controlled extension 2.5. Conclusion: new ways of doing things 2.6. Appendix: examples of emancipatory innovations in the 1990s 2.7. References 3 Managed Communities of Practice in the Gerontology Sector: Case of a CoP of Gerontology Volunteers in Sweden 3.1. Introduction 3.2. Context and questions 3.3. Conceptual framework 3.4. Illustrations 3.5. Conclusion 3.6. References
8 PART 2: Innovations on the Collective Side Introduction to Part 2 4 Moving from Partitioning to Transversality in Operating Rooms using Robot-assisted Surgery 4.1. Introduction 4.2. The context of operating rooms mobilizing the surgical robot 4.3. The issue of technical and non-technical skills in the context of robotic surgery 4.4. The effects of new technologies in terms of individual and collective skills 4.5. Viewing at the heart of robot-assisted surgery in urology 4.6. Discussion 4.7. References 5 Clinical Poles of Activity, an Opportunity for New Cooperation Between the Actors? The Case of a Hospital 5.1. Key elements and objectives of polar reform 5.2. Improving cooperation and better articulating the logics present in the hospital: challenges and theoretical identification 5.3. Context and methodology of the study 5.4. Modalities of cooperation permitted by the establishment of the clinical poles 5.5. Conditions for the use of articulations 5.6. Cooperation in a polar structure, some research avenues 5.7. References 6 Learning from Reforms Aiming to Disseminate Innovative Organizational Models: The Case of Family Medicine Groups in Quebec 6.1. Introduction 6.2. Conceptual framework 6.3. Illustration of the analytical framework: the reflexive processes related to the implantation of family medicine groups in Quebec 6.4. Discussion 6.5. Conclusion 6.6. References 7 Variety and Performance of Innovative Organizational Structures: The Emergence of Territorial Support Platforms1 7.1. Introduction 7.2. Context of the study 7.3. Conceptual framework 7.4. Empirical analysis 7.5. Conclusion 7.6. Acknowledgments 7.7. References
9 PART 3: Reflective Insights on Organizational Innovations in Healthcare Introduction to Part 3 8 Proposals for New Approaches to Contributory Evaluation of Healthcare Pathways from Interface Organizations 8.1. Introduction 8.2. Context and research questions 8.3. Framework for analyzing the processes of diffusion of organizational innovations: definition and principles (conceptual framework) 8.4. Empirical illustrations of the innovation diffusion processes supported by coordination platforms 8.5. Conclusion 8.6. Acknowledgments 8.7. References 9 Innovation and Absorptive Capacity of Organizations in the Healthcare Field 9.1. Introduction: absorbing to innovate 9.2. Context and questions: the challenge of openness 9.3. Theoretical framework: the notion of organizational absorption capacity 9.4. Responses to the three OAC pitfalls: illustrations 9.5. Conclusion 9.6. References 10 Quality Management in Hospitals: The Two Faces of Rationalization Through Indicators 10.1. Introduction: are quality indicators a managerial innovation? 10.2. Context and issues 10.3. Management tools and organizational rationalization dynamics 10.4. A dynamic of professional rationalization? 10.5. A dynamic of managerial rationalization? 10.6. Conclusion: rationalizing through indicators to rationalize “softly” 10.7. References
11 Index
12 Other titles from iSTE in Innovation, Entrepreneurship and Management
