Stakeholder dynamics and the implementation of
process innovations: the case of Lean thinking in
a UK NHS Hospital Trust
Stakeholder dynamics and the implementation of
process innovations: the case of Lean thinking in
a UK NHS Hospital Trust
This paper addresses the dynamics and mechanisms underpinning the trajectories and outcomes of process innovation. It deploys actor-network theory to explore the role of emergent stakeholder dynamics and networks in shaping the trajectory and outcomes of a project to implement Lean thinking (Lean) in a theatres unit of a UK National Health Service hospital. It traces the process of network formation, stabilisation and maintenance over time, and shows that different meanings for Lean become manifest during the implementation process, manifested through the emergence and mobilisation of a global and a local network that interact with each other using the project as a negotiation space in order to achieve their diverse interests.
actor-network theory, healthcare management, lean thinking, process innovation, stakeholder dynamics, UK NHS Hospital Trusts, United Kingdom, National Health Service
303-324
Papadopoulos, Thanos
adc9fb9b-35b4-470f-bf09-f2ef3f7e6ddd
Merali, Yasmin
cd416743-8eb1-4b2c-ac6a-4c59c4b6770d
2009
Papadopoulos, Thanos
adc9fb9b-35b4-470f-bf09-f2ef3f7e6ddd
Merali, Yasmin
cd416743-8eb1-4b2c-ac6a-4c59c4b6770d
Papadopoulos, Thanos and Merali, Yasmin
(2009)
Stakeholder dynamics and the implementation of
process innovations: the case of Lean thinking in
a UK NHS Hospital Trust.
International Journal of Healthcare Technology and Management, 10 (4/5), .
(doi:10.1504/IJHTM.2009.030453).
Abstract
This paper addresses the dynamics and mechanisms underpinning the trajectories and outcomes of process innovation. It deploys actor-network theory to explore the role of emergent stakeholder dynamics and networks in shaping the trajectory and outcomes of a project to implement Lean thinking (Lean) in a theatres unit of a UK National Health Service hospital. It traces the process of network formation, stabilisation and maintenance over time, and shows that different meanings for Lean become manifest during the implementation process, manifested through the emergence and mobilisation of a global and a local network that interact with each other using the project as a negotiation space in order to achieve their diverse interests.
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06_Papadopoulos.pdf
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Published date: 2009
Keywords:
actor-network theory, healthcare management, lean thinking, process innovation, stakeholder dynamics, UK NHS Hospital Trusts, United Kingdom, National Health Service
Identifiers
Local EPrints ID: 156023
URI: http://eprints.soton.ac.uk/id/eprint/156023
ISSN: 1368-2156
PURE UUID: 7d01782f-3383-4edd-8d1d-9263c22fd400
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Date deposited: 01 Jun 2010 13:15
Last modified: 14 Mar 2024 01:42
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Contributors
Author:
Thanos Papadopoulos
Author:
Yasmin Merali
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