000			01619naa a2200205uu 4500
001			0041510514137
003			OSt
005			20190211170905.0
008			100415s2009 xx ||||gr |0|| 0 eng d
100	1		_aSHEAFF, Rod _99866
245	1	0	_aIs evidence-based organisational innovation in the NHS a chimaera - or just elusive?
260			_aOxford : _bWiley-Blackwell, _cJune 2009
520	3		_aEvidence-based adoption of organizational innovations requires explicit definition of the outcomes the innovations are intended to produce. Implementation theory, however, suggests that organizational innovations are often politicized in the sense that the prospect of implementing them provokes conflicts of interests among the parties affected. Then the intended outcomes of the innovation are liable to be formulated ambiguously, misleadingly or not at all, which makes evidence-based organizational innovation unattainable. Analysis of 61 organizational innovations in nine English NHS primary care trusts suggests that while the majority of innovations were not politicized in this way, a substantial minority were. Innovations whose adoption is motivated by evidence can therefore be differentiated from politicized innovations whose adoption is not so motivated, even when they nevertheless do have evidential support.
700	1		_aPICKARD, Susan _919936
700	1		_aDOWLING, Bernard _939416
773	0	8	_tSocial Policy & Administration _g43, 3, p. 290-310 _dOxford : Wiley-Blackwell, June 2009 _xISSN 01445596 _w
942			_cS
998			_a20100415 _b1051^b _cDaiane
998			_a20100420 _b1623^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32335 _d32335
041			_aeng