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Creating a learning health care organization for participatory management: a case analysis

Creating a learning health care organization for participatory management: a case analysis Purpose – This paper aims to define a theory of practice in successfully implementing management‐communication practices in the service of organizational learning. Design/methodology/approach – A combination of research methods, both quantitative and qualitative, was used in gathering and analyzing data. Findings – Three principles in creating a supportive environment conducive to employee empowerment and participative decision making enable organizational learning. Research limitations/implications – The study provides empirical findings in support of current theoretic knowledge in organizational learning and empowerment. Originality/value – The paper partly rectifies that little research has investigated the enabling structures and processes to manage the environment that surrounds and supports employee participative decision making and new learning to occur at the individual and collective level within a health care setting. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Health Organisation and Management Emerald Publishing

Creating a learning health care organization for participatory management: a case analysis

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7266
DOI
10.1108/14777260810883549
pmid
18700585
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to define a theory of practice in successfully implementing management‐communication practices in the service of organizational learning. Design/methodology/approach – A combination of research methods, both quantitative and qualitative, was used in gathering and analyzing data. Findings – Three principles in creating a supportive environment conducive to employee empowerment and participative decision making enable organizational learning. Research limitations/implications – The study provides empirical findings in support of current theoretic knowledge in organizational learning and empowerment. Originality/value – The paper partly rectifies that little research has investigated the enabling structures and processes to manage the environment that surrounds and supports employee participative decision making and new learning to occur at the individual and collective level within a health care setting.

Journal

Journal of Health Organisation and ManagementEmerald Publishing

Published: Jun 20, 2008

Keywords: Organizational learning; Health services

References