Swedish healthcare management practices and quality improvement work: Development trends

International Journal of Health Care Quality Assurance

Volumn 24, Issue 2, 2011, Pages 101-123

  Elg, Mattias ^a   Stenberg, Jesper ^b   Kammerlind, Peter ^c   Tullberg, Sofia ^d   Olsson, Jesper ^d  

^a LINKÖPING UNIVERSITY   (Sweden)

^b KAROLINSKA INSTITUTE   (Sweden)

^c Jonkoping County Council Qulturum   (Sweden)

^d Swedish Association of Local Authorities and Regions   (Sweden)

Author keywords

Health services; Management technique; Quality; Sweden

Indexed keywords

ARTICLE; ENVIRONMENT; FEMALE; HOSPITAL MANAGEMENT; HUMAN; MALE; MANAGEMENT; ORGANIZATION; ORGANIZATION AND MANAGEMENT; PRIMARY HEALTH CARE; SWEDEN; TOTAL QUALITY MANAGEMENT;

EFFICIENCY, ORGANIZATIONAL; ENVIRONMENT; FEMALE; HOSPITAL ADMINISTRATION; HUMANS; MALE; ORGANIZATIONAL INNOVATION; PRACTICE MANAGEMENT; PRIMARY HEALTH CARE; QUALITY IMPROVEMENT; SWEDEN;

EID: 79551563274     PISSN: 09526862     EISSN: None     Source Type: Journal    
DOI: 10.1108/09526861111105077     Document Type: Article

References (28)

1. Anell, A. (2005), “Swedish healthcare under pressure”, Health Economics, Vol. 14 No. 1, pp. 237–54.
2. Banta, D.H. and Luce, B.R. (1993), Healthcare Technology and Its Assessments: An International Perspective, Oxford University Press, Oxford.
3. Beer, M. and Nohria, M. (2000), Breaking the Code of Change, Harvard Business School Press, Boston, MA.
4. Bergman, B. and Klefsjö, B. (2003), Quality – From Customer Needs to Customer Satisfaction, Studentlitteratur, Lund.
5. Bero, L., Grilli, R., Grimshaw, J.M., Harvey, E., Oxman, A.D. and Thomson, M.A. (1998), “Closing the gap between research and practice: an overview of systematic reviews of interventions to promote the implementation of research findings”, British Medical Journal, Vol. 317 No. 7156, pp. 465–8.
6. Borgert, L. (1992), Organisationer som mode: Kontrasterande bilder av svensk hälso- och sjukvård, Akademisk avhandling, Stockholms universitet, Stockholm.
7. Bourgeois, L.J., MacAllister, D.W. and Mithchell, T.R. (1978), “The effects of different organizational environments on decisions about organizational structure”, Academy of Management Journal, Vol. 21 No. 3, pp. 504–14.
8. Cutler, D.M. and McCellan, M. (2001), “Is technological change in medicine worth it?”, Health Affairs, Vol. 20 No. 5, pp. 11–29.
9. Davenport, T.H. and Prusak, L. (1998), Working Knowledge, Harvard Business School Press, Boston, MA.
10. Elg, M. (2001), “Performance measures and managerial work: a modified behavior setting approach to the study of usage of performance measures in managerial meetings”, Doctoral dissertation, Linköpings universitet, Linköping, Sweden.
11. Ellström, P.-E. (2006), “The meaning and role of reflection in informal learning at work”, in Boud, D., Cressey, P. and Docherty, P. (Eds), Productive Reflection: An Anthology on Reflection and Learning at Work, Routledge, London.
12. Grol, R. and Grimshaw, J. (2003), “From best evidence to best practice: effective implementation of change in patient's care”, The Lancet, Vol. 362, pp. 1225–30.
13. Kazandijan, V.A. and Lied, T. (1999), Healthcare Performance Measurement: Systems Design and Evaluation, ASQ, Milwaukee, WI.
14. King, D.L., Ben-Tovim, D.I. and Bassham, J. (2006), “Redesigning emergency department patient flows: application of lean thinking to health care”, Emergency Medicine Australia, Vol. 18, pp. 391–7.
15. Neely, A., Adams, C. and Kennerley, M. (2002), The Performance Prism, Prentice Hall, London.
16. Nolte, E. and McKee, M. (2003), “Measuring the health of nations”, British Medical Journal, Vol. 327 No. 7424, pp. 1129–32.
17. Olsson, J., Kammerlind, P., Thor, J. and Elg, M. (2003), “Surveying improvement activities in healthcare on a national level – The Swedish Internal Collaborative Strategy and its challenges”, Quality Management Health Care, Vol. 12 No. 4, pp. 202–16.
18. Olsson, J., Elg, M. and Lindblad, S. (2007), “System characteristics of healthcare organizations conducting successful improvements”, Journal of Health Organization and Management, Vol. 21 No. 3, pp. 283–96.
19. Pettigrew, A., Ferlie, E. and McKee, L. (1992), Shaping Strategic Change: Making Change in Large Organizations: The Case of the National Health Service, Sage, London.
20. Porras, J.I. and Robertson, J. (1992), “Organizational development: theory, practise and research”, in Dunnette, M.D. and Hough, L.M. (Eds), Handbook of Industrial and Organizational Psychology, Consulting Psychologists Press, Palo Alto, CA.
21. Pugh, D.S., Hickson, D.J., Hinings, C.R. and Turner, C. (1968), “Dimensions of organization structure”, Administrative Science Quarterly, Vol. 13, pp. 65–105.
22. Saltman, R.B., Figueras, J. and Sakellarides, C. (1998), Critical Challenges for Healthcare Reform in Europe, Open University Press, Buckingham.
23. Scott, R.W. and Davis, G.F. (2006), Organizations and Organizing: Rational, Natural and Open Systems Perspectives, Prentice-Hall, Upper Saddle River, NJ.
24. Simons, R. (1995), Levers of Control, HBS Press, Boston, MA.
25. Swedish Code of Statutes (1976), Regeringsformen, 1 chapter, 7§. SFS 1976: 87, Sveriges Riksdag, Stockholm.
26. Swedish Association of Local Authorities and Regions and The National Board of Health and Welfare (2007), Quality and Efficiency in Swedish Healthcare – Regional Comparisons, SALAR, Stockholm.
27. Thompson, D.D., Wolf, G.A. and Spear, S.J. (2003), “Driving improvement in patient care: lessons from Toyota”, Journal of Nursing Administration, Vol. 33 No. 11, pp. 585–95.
28. Van de Ven, A., Angle, H.L. and Poole, M.S. (Eds) (2000), Research on the Management of Innovations: The Minnesota Studies, Oxford University Press, New York, NY.