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dc.contributor.authorJohannessen, Terese
dc.contributor.authorRee, Eline
dc.contributor.authorAase, Ingunn
dc.contributor.authorBal, Roland
dc.contributor.authorWiig, Siri
dc.date.accessioned2021-09-16T14:10:10Z
dc.date.available2021-09-16T14:10:10Z
dc.date.created2021-08-10T18:34:21Z
dc.date.issued2021-08
dc.identifier.citationJohannessen T, Ree E, Aase I, et al (2021) Exploring managers’ response to a quality and safety leadership intervention: findings from a multiple case study in Norwegian nursing homes and homecare services. BMJ Open Quality;10(3), e001494en_US
dc.identifier.issn2399-6641
dc.identifier.urihttps://hdl.handle.net/11250/2778681
dc.description.abstractBackground Improvement interventions would be easier to treat if they were stable and uninfluenced by their environment, but in practice, contextual factors may create difficulties in implementing and sustaining changes. Managers of healthcare organisations play an important role in quality and safety improvement. We need more research in the nursing home and homecare settings to support managers in their quality and safety improvement work. The aim of this study was to explore managers’ response to a leadership intervention on quality and safety improvement. Methods This study reports findings from the SAFE-LEAD intervention undertaken from April 2018 to March 2019. The research design was a multiple case study of two nursing homes and two homecare services in four municipalities in Norway. We used a combination of qualitative methods including interviews, workshops, observations, site visits and document analysis in our data collection that took place over a 1-year period. Results Management continuity was key for the implementation process of the quality and safety leadership intervention. In the units where stable management teams were in place, the intervention was more rooted in the units, and changes in quality and safety practice occurred. The intervention served as an arena for managers to work with quality and safety improvement. We found that the workshops and use of the leadership guide contributed to a common understanding and commitment to quality and safety improvement among the managers. Conclusions This is a longitudinal study of managers’ response to a leadership intervention targeted to improve quality and safety work in nursing home and homecare settings. Our research demonstrates how the mechanisms of stable management and established structures are crucial for quality and safety improvement activities. Management continuity is key for participating in interventions and for using the leadership guide in quality and safety work.en_US
dc.language.isoengen_US
dc.publisherBMJ Publishing Groupen_US
dc.rightsNavngivelse 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/deed.no*
dc.subjectsykehjemen_US
dc.subjectledelseen_US
dc.subjecthjemmesykepleieen_US
dc.titleExploring managers’ response to a quality and safety leadership intervention: findings from a multiple case study in Norwegian nursing homes and homecare servicesen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionpublishedVersionen_US
dc.rights.holder© Author(s) 2021en_US
dc.subject.nsiVDP::Medisinske Fag: 700::Helsefag: 800::Sykepleievitenskap: 808en_US
dc.source.volume10en_US
dc.source.journalBMJ Open Qualityen_US
dc.source.issue3en_US
dc.identifier.doi10.1136/ bmjoq-2021-001494
dc.identifier.cristin1925195
dc.relation.projectSHARE - Centre for Resilience in Healthcare: 5091en_US
dc.relation.projectNorges forskningsråd: 256681en_US
dc.source.articlenumbere001494en_US
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode1


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