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Index

2022; Emerald Publishing Limited; Linguagem: Inglês

10.1108/s1474-823120220000021011

ISSN

1474-8231

Tópico(s)

Global Healthcare and Medical Tourism

Resumo

Citation (2022), "Index", Shortell, S.M., Burns, L.R. and Hefner, J.L. (Ed.) Responding to the Grand Challenges in Health Care via Organizational Innovation (Advances in Health Care Management, Vol. 21), Emerald Publishing Limited, Bingley, pp. 191-201. https://doi.org/10.1108/S1474-823120220000021011 Publisher: Emerald Publishing Limited Copyright © 2023 Stephen M Shortell, Lawton Robert Burns and Jennifer L. Hefner. Published under exclusive licence by Emerald Publishing Limited INDEX A3 thinking, 25 Absent theory, 103–104 Academic researchers, 58 Accountable Care Organizations (ACOs), 81–82, 99, 115, 135–137 ACO REACH program, 135–136 Accountable Health Communities Model, 93–94 Action, 172–174, 179 Active Implementation Frameworks (AIFs), 54–55 Advanced imaging technology, 68 Advancing Care Together initiative (ACT initiative), 52–53 AF4Q networks, 121 Affiliation networks, 114–115 Affordable Care Act, 28 Algorithmic aversion, 80 Algorithmic Bias, 78–79 Aligning Forces for Quality Alliances, 99–100, 103 Aligning Forces for Quality initiative, 94, 99–100 Aligning Forces for Quality program, 94 Alliance committees, 98–99 Alliance formation, 91 Alliance maturity, 91 Alliance timelines, 91 Alternative payment models (APMs), 81–82, 134 challenges to adoption, 140–144 landscape of US health care, 136–138 physician practice within organizations, 138–140 research, 144–146 rising costs of care continue to challenge US health care system, 134–136 American Academy for the Advancement of Science (AAAS), 2 American Academy of Family Physicians Social Needs Screening Tool, 154 American health care system, 135 Anchor institutions, 179 Area Agencies on Aging, 114–115 Artificial intelligence (AI), 68, 75 AI-assistance, 75–76 AI-based software, 68 AI-based solutions, 78–79 broader factors shaping future of AI in care delivery, 81–82 challenges for health care organizations, 77–81 in health care, 75–77 managing new technology within organizations, 79–81 potential pitfalls of AI in health care organizations, 78–79 predictive algorithms, 77–78 uneven playing field, 77–78 340B program, 137 Birmingham’s Institutional Review Board, 113 “Black box” algorithmic suggestions, 80–81 Black Lives Matter movement, 2 protests, 11 Blacks, 176 Blue Cross, 142–143 Boundary spanning, 97 Bread and butter studies of network governance in health care, 121–122 Business strategy, 29 Capability development, 37–39 Care management, 145–146 Center for Medicare and Medicaid Innovation, 135–136 Centers for Disease Control and Prevention (CDCs), 54, 60–61, 153–154 Centers for Medicare and Medicaid Hospital Compare, 26–27 Centers for Medicare and Medicaid Services (CMS), 134 Change management, role of, 36 Chaos theory, 2 Chief diversity officer (CDO), 176–177 Choosing Wisely campaign, 142 Classification systems, 116 Clinical Commissioning Groups (CCGs), 115–116 Clinical data analytics, 71 Clinical delivery solution-innovations, 48 Collaboration, 114 Collaborative governance concept, 117 College’s coordinating mechanisms, 10 Communication, 11, 37, 39 Community Care Days, 12–13, 18 Community Care Network, 93–94, 100, 114–115 Community Care Team, 10 Community health collaboratives, 114–115 Community partnerships, 114–115 Community-based organizations, 95–96, 101–102 Community-based social service organizations, 90 Complex causal mechanisms, 121–122 Complex interventions, CFIR and CFIR-PR for, 33–34 Comprehensive Joint Replacement initiative (CJR initiative), 141 Comprehensive Primary Care Plus program, 73 Computer vision, 75–76 Conceptual clarity, 116 Consolidated Framework for Implementation Research (CFIR), 32 CFIR-PR “Implementation Measures”, 35 CFIR-PR for complex interventions, 33–34 for complex interventions, 33–34 Contracts, 98–99 Cooperation, 114 Coordinated care networks, 114–115 Coordinating mechanisms, 9–10 Coordination, 114 Core concepts, 112–113 COVID-19 organizational response to covid-19 crisis, 8–14 pandemic, 78–79, 168 protocols, 10 “Cowboy” culture, 6 Crisis, 2, 15–16 impact of crises on pace of innovation, 16 deleterious effects of adapting to new normal after, 17 diversity and stability in, 16 Critical crossroads, 91 Cross-sector alliances, 90, 93–94, 102 in health care, 90, 102–103 Cross-sector health care alliances, 91 Cross-sector strategic alliances, 90 challenges to applying strategic alliances studies, 91–94 critical crossroads, 102–103 critical domains for conceptualization and theoretical application, 104 financing, 101–102 formation, 94–96 governance and decision-making, 98–100 maturity, 96–102 moving forward work on, 103–105 partner selection, 95–96 role of policy, 100–101 work of, 96–98 Cross-sectoral partnerships, 114–115, 121–122 Crossroads, critical, 102–103 Cultural competence training, 175–176 Cultural competency, 171 Culturally appropriate patient care, 175 Culturally competent care, 176 Culture, 146 Dana Farber Cancer Institute (DFCI), 6 Dataset Shift, 78–79 Decision-making, 98–100 structure, 98–99 use of data to inform, 37–39 Diabetic patients, 97–98 Diagnosis-related group system (DRG system), 140–141 Digital AI tools, 79–80 Digital divide, 71 Digital health, 68 technologies, 75 tools, 68 Digital revolution, 75 Digital transformation, 69 Digitally assisted rapid cycle testing (DA-RCT), 55 Diverse representation in executive leadership and governance, 176–177 Diverse stakeholders, 112 Diversity, 8 climate, 175 in crises, 16 full embrace of, 13 leadership, 175 training, 177–178 value signaling, 173–174 Diversity, equity, and inclusion (DEI), 168 initiatives, 169 key terms and definitions, 169 Dyadic alliances, 105 Economists, 126 Electronic health record (EHR), 27–28, 68, 155–156 adoption, 68–69 capabilities with organizational improvement priorities, aligning, 73–75 data, 77–78 EHR-based datasets, 75–76 EHR-based organizational redesign, 75 functionalities, 71 realizing consistent value from enterprise, 69–75 variation in EHR use, 71–73 Electronic screening and referral, 157–159 Emergency management group (EMG), 50 Emergency management system (EMS), 50 Emergent-vs-deliberate networks, 115 Emotional ambivalence, 8, 12 Epic electronic health record, 145 Equitable and inclusive workforce diversity, 177–178 “#123forEquity” Campaign, 174 Equity-focused, social needs screening implementation, 155, 159–160 barriers and facilitators, 160 electronic screening and referral, 157–159 future research and practice, 161–162 paper screening and referral, 156–157 quality improvement evaluation, 159 setting, 155–156 Evidence based implementation strategy (EBIS), 49 Evidence based innovation (EBI), 49 Evidence-based system for innovation support (EBSIS), 54 External shocks, 16 Facilitators and barriers to TPI implementation, 36–39 Fake news, 17 Family resource connection (FRC), 156–157 Federal incentives, 69–70 Fee-for-service payment models (FFS payment models), 81–82, 135 Fidelity of innovation, 49 Financial incentives, 138–139 Financing, 101–102 cross-sector work, 101–102 Five-stage process, 24–25 Formal governance, 98–99 Funding sources, 103 Gender parity, 178–179 Generations deep social inequities, 96 Getting to Outcome Framework (GTO Framework), 54 Global emergency, 15 Google Scholar, 171 Governance, 98, 100 approach, 113 bread and butter studies of network governance in health care, 121–122 central concepts, 114–120 knowledge gaps, challenges to studying them, and potential solutions, 120–126 mechanisms, 118–119 network governance, 116–120 networks and network types, 114–116 networks as multilevel entities, 125–126 temporal aspects of networks and network governance, 124–125 way single organizations manage networks, 122–123 Group purchasing organizations, 114–115 Hardware, 68 Harvard Business Review, 171 Health care consortia, 114–115 Health equity, 155, 168, 170 action, 174–179 advancing diversity to achieve, 171–173 intention, 173–174 learning and effectiveness, 180–181 method, 171 outcomes, 179–180 recommendations, 181–185 tourism, 182 Health information exchange networks, 114–115 Health Leads tool, 154, 156 Health maintenance organizations, 143–144 Health Opportunities Pilot, 101 Health policymakers, 15 Health service delivery innovations example of improve-mentation in practice, 49–52 gaps in knowledge and practice and research agenda, 55–56 improve-mentation methodologies, 52–55 knowledge gaps and recent resolutions developed by researchers, 56–62 Health system digitization AI challenges for health care organizations, 77–81 aligning EHR capabilities with organizational improvement priorities, 73–75 artificial intelligence and machine learning in health care, 75–77 broader factors shaping future of AI in care delivery, 81–82 machine learning, artificial intelligence, and next digital revolution, 75 realizing consistent value from enterprise EHRS, 69–75 variation in EHR use, 71–73 Health systems, 114 Health care, 77–78 artificial intelligence and machine learning in, 75–77 bread and butter studies of network governance in, 121–122 challenges to applying strategic alliances studies to cross-sector alliances in, 91–94 delivery organizations, 76, 78–79 equity, 151–152, 155 health care-focused organizations, 99 HRO in, 30–31 industry, 92 leadership, 18 lean in, 25–28 lean six sigma in, 29–30 management, 114 networks, 124–126 personnel, 56–58 research on lean and hospital-wide performance, 26–27 research on lean primary care redesign, 27–28 sector, 90 systematic reviews of lean research, 25–26 systems, 97–98, 103 Health care organizations, 9, 24, 39, 68–69, 95–98, 102, 140, 142, 154, 161, 169 AI challenges for, 77–81 design of risk-contacting programs, 142–144 lessons for, 18 potential pitfalls of AI in, 78–79 High Reliability Health Care Maturity model (HRHCM model), 31 High reliability organization (HRO), 30 in health care, 30–31 Higher education, 9 Hispanics, 176 HITECH era, 77 Holding environments, 5, 10, 14 Horizontal integration of physicians into larger practices, 137 Hospital, 97–98 out-reach care management innovation, 47–48 research on lean and hospital-wide performance, 26–27 Housing agency, 97–98 Human resource management literature, 170 Humble leadership, 17 Immigrants, 176 Implementation, 49, 59, 61 concepts, 50–51 conceptual frameworks for, 32–39 measures, 34 process, 33–35 science, 24, 32–33, 48 Implementers documenting researcher’s role and feedback to, 61–62 plans, 60 Improve-mentation, 56 AIF, 54–55 approach, 48, 50–51 GTO Framework, 54 IIF, 55 learning evaluation, 52–53 methodologies, 52–53, 55 in practice, 49–52 project, 56–58 researcher competence and organizational capacity for, 56–59 researchers, 60–61 Individuals, 33 with individuals/teams, 34–35 Informal governance, 98–99 Information exchange, 71 Information systems, 145 Inner setting, 33–35 reflective of, 35–36 Innovation, 18, 47–49, 59, 61 impact of crises on pace of, 16 Institute for Diversity, 171 Institute for Healthcare Improvement (IHI), 174 Institute of Medicine (IOM), 30 learning system concept, 52–53 Institutional theory, 94 Institutions of higher education, 9, 18 Integrated delivery networks, 91–92, 114 Integrated delivery systems, 78 Integrated Improve-Mentation Framework (IIF), 55 Integration across intraorganizational boundaries, 37–39 Intention, 172–174 Inter-provider variation, 71–72 Interactive crises, 14–16 Interactive systems framework (ISF), 54 Interagency collaboration, 114–115 Internal shocks, 16 Interorganizational networks, 114–115 Interrupted time series design, 39–40 Intervention, 33 Intervention Outcomes, 34 Joint Commission on Accreditation of Healthcare Organizations, 6 Kaizen event, 25 Knowledge gaps, 116–120 Knowledge seeking, 179 Lancet , 15 Leaders, 23–25 Leadership, 93–94, 100, 119 managing paradox as leadership task, 11 Lean, 24–25 in health care, 25–28 research on lean and hospital-wide performance, 26–27 research on lean primary care redesign, 27–28 systematic reviews of lean research, 25–26 use of lean experts, 37–39 Lean enterprise. See Lean management Lean Enterprise Transformation (LET), 32 Lean Enterprise Transformation Evaluation Model (LEM), 36–37, 39 Lean management, 25 components of, 25 in health care, 25–28 system, 24–28 Lean production. See Lean management Lean six sigma, 24, 29–30 in health care, 29–30 Lean thinking. See Lean management Lean transformation applications to, 34–36 high-level principles for, 24–25 Learning, 172–173 evaluation, 52–53 Learning and effectiveness paradigm, 171–173, 180–181 Logic models, 61 frameworks, 51–52 theory of elements contributing to outcomes, 60–61 Long-term crises, 14–16 Low Quality Technology, 78–79 Low-quality AI prediction models, 78–79 Machine learning (ML), 75–76 in health care, 75–77 machine learning-based software, 68 Management innovation, 47–48 Management research, 79 Management theory, 3 Managers, 23–25 Mann Gulch fire disaster, 3–4 Massachusetts Department of Public Health, 6 Material resources, 11 Mathematics, 2 Mature funding models, 102 Medicaid, 94 Medicaid ACO program, 101 Medicaid Coordinated Care Organizations, 101 Medical tourism, 16 Medicare, 94, 134 ACO program, 142–143 Medicare’s CPC + pilot program, 139–140 Medicare Shared Savings Program (MSSP), 145 Member engagement, 93–94 Mental health systems, 117 Meso level networks, 119–120 Micro-level networks, 119–120 Motorola, 29 Multiinstitutional arrangements, 114 Multilevel entities, networks as, 125–126 Multiple baseline design, 40 Multisector health alliances, 91–92 Multistakeholder alliances, 114, 121–122 National Center for Healthcare Leadership, 171 National data sources, 26–27 National Implementation Research Network (NIRN), 54–55 Native Americans, 176 NATO 10 functions model, 50 NATO emergency response system, 48 Natural language processing, 75–76 Negative emotions, 8 Network governance, 116, 119–120 bread and butter studies of network governance in health care, 121–122 temporal aspects of network governance, 124–125 Networks, 112, 114 concepts, 112 as multilevel entities, 125–126 and network types, 114–116 temporal aspects of, 124–125 New normal after crisis, deleterious effects of adapting to, 17 No Surprises Act, 137–138 Nonlinear coordinating mechanisms, 10 Normal Accidents , 3 “One-size-fits-all” approach, 70 Open innovation, 80–81 Open systems theory, 3 Oppressive systems, 173 Oregon’s approach, 101 Organization culture, 37–39 Organization Transformation Model, 32 Organization weather crisis, factors from literature that helped, 9–11 Organization’s EHR system (Epic®), 28 Organizational “ambidexterity”, 7–8 Organizational capacity for improve-mentation, 56–59 Organizational change, 7–8 Organizational climate, 175 Organizational leadership, 5 Organizational learning, 4, 180 Organizational lens, 168 Organizational process redesigns, 32 Organizational reflection, 4 Organizational resilience impact of crises on pace of innovation, 16 deleterious effects of adapting to new normal after crisis, 17 diversity, 8 diversity and stability in crises, 16 emerging ideas in literature, 7–8 emotional ambivalence, 8 empirical literature on, 5–7 external and internal shocks, 16 gaps in literature and directions for future research, 14–17 illustration, 8–14 lessons for health care organizations, 18 long-term and short-term, successive, and interactive crises, 14–16 managing paradox, 7–8 methodological advances needed, 17 theoretical literature on, 3–5 Organizational response to covid-19 crisis, 8–14 additional factors in literature that warrant more research, 11–13 factors from literature that helped organization weather crisis, 9–11 limits to success, 13 setting, 9 strategic offense and future, 14 Organizational strategy, alignment of, 37–39 Organizational Transformation Model (OTM), 36–37 five domains, 36–37 Organizations, 97–98 managing new technology within, 79–81 Outcomes, 172–173, 179–180 Outer setting, 33 Paper screening and referral, 156–157 Paradox as leadership task, 11 managing, 7–8 Patient Activation Measure (PAM), 152–153 Patient cultural competence, 175 Patient engagement (PE), 151–153 equity-focused, social needs screening implementation, 155–160 health care equity, 155 social determinants of health, 153–154 Patient transfer networks, 114–115 Patient-generated health data (PGHD), 75 Patriarchy, 173 Per member per month payment (PMPM payment), 139–140 Permanent social dispossession, 15–16 Phased intervention, 39–40 Physician acquisition by nonprovider firms, 137–138 Physician organizations, 137–138 Physician practice within organizations, 138–140 Physician–medical assistant care teams, 35–36 Plan-do-study-act cycle (PDSA cycle), 25, 52–55 “Plug-and play” algorithms, 79–80 Policy policy-driven initiatives, 94 role of, 100–101 Positive emotions, 8 Postcrisis process, 5 Posttraumatic stress disorder (PTSD), 17 Power differentials, 99 Practice culture, 35–36 Preferred provider organization model (PPO model), 143–144 PREPARE, 154 Primary and community health care services (P&CHc), 50 Primary care physicians (PCPs), 27 Primary coordinating mechanisms, 9–10 Private equity firms, 137–138 Process Redesign (PR), 33–34 Professional work, 35–36 Programme theory, 51–52, 61 Psychological safety, 12 Public commitments to diversity and health equity, 174 Public health agencies, 90 Public sectors, 90 Pubmed, 171 “Purpose-oriented” networks, 117–119 Quadruple, 112 Qualitative comparative analysis, 121–122 Qualitative research methods, 40–41 Quality Implementation Framework, 54 Quality improvement (QI), 48, 158 evaluation, 159 Quality Improvement Tool (QIT), 54 Quality of care, 138–139 Quantitative methods, 121–122 Quantitative research methods, 40–41 Racism, 173 Randomized controlled trial (RCT), 39 Rapid cycle testing, 51–52, 55 Rapid process improvement events (RPIEs), 37–39 Rational organizations, 139 Realizing Equity, Access, and Community Health program (REACH program), 135–136 Referral, 93–94, 96 Reimbursement models, 81–82 Relational lens, 5 Remote patient monitoring, 48 Research agenda, 112–113 gaps in knowledge and practice and, 55–56 knowledge gaps about improve-mentation, research agenda and strategies, 57 Researcher competence for improve-mentation, 56–59 Researchers, 52, 56, 58 compare plan, 60 create logic model theory of elements contributing to outcomes, 60–61 describing innovation and implementation, 59–61 documenting researcher’s role and feedback to implementers, 61–62 knowledge gaps and recent resolutions developed by, 56–62 primary user of research, 59–60 researcher competence and organizational capacity for improve-mentation, 56–59 Resilience, 4 Resource dependence, 123 Resource dependency theory, 94–95 Risk-contacting programs, design of, 142–144 Robotic process, 80 Robotic process automation (RPA), 75–76 Rules of engagement, 73–74 Scale out, 49 Scale up, 49 Science design challenges/state of, 78–79 and researcher, 49 Screening, 93–94, 96 Senior leadership team, 9–10 Sensemaking, 3–4, 11 Service delivery solution-innovations, 48 Sexism, 173 Short-term crises, 14–16 Signaling, 173–174 Single intervention, 39–40 Single organizations manage networks, 122–123 Six sigma, 24, 29–30 Social care consortia, 114–115 Social determinants of health (SDOH), 90, 93–94, 100, 151–154 Social media, 183 Social needs, 155 Social risk factors of health, 90 Social services sectors, 90 Sociologists, 126 Software, 68 Stability in crises, 16 Staff engagement, 37–39 Staffing levels, 37–39 State-reported medical events (SRME), 31 Stepped-wedge design, 40 Storytelling, 11 Strategic alliances. See also Cross-sector strategic alliances, 91–92, 114 studies to cross-sector alliances in health care, 91–94 Strategic choice theory, 123 Strategic diversity management, 175 Strategic human resource management, 175 Strategic offense and future, 14 Strategic partnerships for solutions, 179 Structural racism, 173, 180–181 Study designs for evaluating real world transformations, 39–41 Successive crises, 14–16 Sustainability, 49, 93–94 of cross-sector alliances, 103 of US health care system, 134 Swedish Karolinska Institute, 58 Systems philosophy, 24–25 Systems thinking, 51–52 Technological determinism, 70 Telehealth, 16 Thematic analysis techniques, 40–41 Toyota, 24–25 “Traditional” organizational theories, 123 Transaction cost economics theory, 94–95 Transformational performance improvement (TPI), 23–24 applications to lean transformation, 34–36 CFIR and CFIR-PR for Complex Interventions, 33–34 conceptual frameworks for implementation, 32–39 facilitators and barriers to TPI implementation, 36–39 HRO, 30 implementation, 32–33 implementation, facilitators and barriers to, 36–39 knowledge needed to advance field, 31–41 lean management system, 24–28 role of change management, 36 six sigma and lean six sigma, 29–30 study designs for evaluating real world transformations, 39–41 Trust, 119 United Health Group, 137–138 United Nations, 15 US Centers for Disease Prevention and Control (CDC), 169 US context, 100 US Department of Housing and Urban Development (HUD), 169 US Department of Veterans Affairs hospitals, 31 US health care system. See also Digital health landscape, 136–138 rising costs of care continue to challenge, 134–136 US organizations, 168 Value-based payment incentives, 73 Variation in EHR Use, 71–73 Vassar College, 9 VassarTogether , 9–10, 13 Vertical integration of physician practices within hospitals, 136–137 Veteran/Patient Engagement, 37–39 “Weak” AI–algorithms, 81 Whole system TPI, 33 Wicked problems, 112 Work process, 25 redesign, 33–34 Work-relative value units (wRVU), 27–28 Workforce diversity training, 177–178 World Health Organization (WHO), 15 Yin’s method, 6 Zoom, 113 Book Chapters Prelims Dealing with Unexpected Crises: Organizational Resilience and Its Discontents Transformational Performance Improvement: Why Is Progress so Slow? Improve-mentation for Faster Testing and Spread of Health Service Delivery Innovations Management Opportunities and Challenges After Achieving Widespread Health System Digitization Cross-Sector Strategic Alliances Between Health Care Organizations and Community-Based Organizations: Marrying Theory and Practice Charting a Course: A Research Agenda for Studying the Governance of Health Care Networks Alternative Payments and Physician Organizations Addressing Equity and Social Needs: The New Frontier of Patient Engagement Research Learning Through Diversity: Creating a Virtuous Cycle of Health Equity in Health Care Organizations Index

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