
Altering Frontiers
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Through this work, levers are identified that promote lasting transformation: recognizing the legitimacy of the practices of many who are often "invisible"; trusting those who know their intervention territory; investing in methodological support; taking advantage of tools and procedures such as instruments for strategic and managerial discussion; and developing the capacity to absorb innovative ideas and experiences that circulate within the environment.
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Persons
Ewan Oiry is Full Professor in HRM at Ecole des Sciences de Gestion - Universite du Québec a Montreal (ESG-UQAM), Canada. His research focuses on competence management. He is co-lead of the AGRH Thematic Research Group "Competency Management - Didier Retour".
Content
- Intro
- Table of Contents
- Title Page
- Copyright
- Foreword by Jean-Louis Denis Adaptation, Trust and Methodology
- Foreword by Norbert Nabet The Challenges of Altering Frontiers: For Other More Collaborative Approaches
- 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
- 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
- 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
- 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
- List of Authors
- Index
- Other titles from iSTE in Innovation, Entrepreneurship and Management
- End User License Agreement
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