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Medical commitment to Lean: an inductive model development

Medical commitment to Lean: an inductive model development The purpose of this paper is to study the factors influencing doctors’ involvement in Lean change initiatives in public healthcare organizations in Canada.Design/methodology/approachAn inductive research was conducted over a three-year span studying Lean implementation across three healthcare organizations in Canada. Various interviews were conducted with healthcare actors. Through analytical induction, analysis of the data allowed for multiple factors to be triangulated from which a conceptual model was developed.FindingsFifty-four interviews with 18 Lean healthcare actors allowed for the identification of ten factors possibly influencing the commitment of doctors towards Lean change. These factors are categorized into pre-change antecedents and change antecedents. Also, the level of transformational leadership demonstrated by a project manager was shown to potentially moderate the effect of medical behavioral support for change on change outcomes. These findings allowed us to develop a conceptual model of medical commitment and its impact of Lean change outcomes.Originality/valueThe paper investigates the role doctors play in Lean implementation, currently an important issue discussed among healthcare actors and researchers. Yet, very little academic research has been published on this subject. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership in Health Services Emerald Publishing

Medical commitment to Lean: an inductive model development

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References (53)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1751-1879
DOI
10.1108/lhs-02-2018-0015
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to study the factors influencing doctors’ involvement in Lean change initiatives in public healthcare organizations in Canada.Design/methodology/approachAn inductive research was conducted over a three-year span studying Lean implementation across three healthcare organizations in Canada. Various interviews were conducted with healthcare actors. Through analytical induction, analysis of the data allowed for multiple factors to be triangulated from which a conceptual model was developed.FindingsFifty-four interviews with 18 Lean healthcare actors allowed for the identification of ten factors possibly influencing the commitment of doctors towards Lean change. These factors are categorized into pre-change antecedents and change antecedents. Also, the level of transformational leadership demonstrated by a project manager was shown to potentially moderate the effect of medical behavioral support for change on change outcomes. These findings allowed us to develop a conceptual model of medical commitment and its impact of Lean change outcomes.Originality/valueThe paper investigates the role doctors play in Lean implementation, currently an important issue discussed among healthcare actors and researchers. Yet, very little academic research has been published on this subject.

Journal

Leadership in Health ServicesEmerald Publishing

Published: Jul 18, 2018

Keywords: Lean; Antecedents; Change; Healthcare; Commitment; Doctors

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