TY - JOUR
T1 - Sustainable process improvements
T2 - Evidence from intervention-based research
AU - Anand, Gopesh
AU - Chandrasekaran, Aravind
AU - Sharma, Luv
N1 - Funding Information:
We acknowledge the contributions of Kristen Hill MS – Clinical Nursing Manager, Mary Lou Hauenstein RN – Director of Transplant Nursing, Todd Pesavento MD – Interim Director of Transplant, Matthew Bohland RN – Clinical Outpatient Nursing Manager, Susan Moffat-Bruce MD – Chief Quality and Patient Safety Officer, and other members of the transplant team who were instrumental in implementing the patient education process. We also thank Peter Ward DBA, for his comments on an earlier version of the paper, and the review team at the journal for their constructive feedback.
Publisher Copyright:
© 2020 Association for Supply Chain Management, Inc.
PY - 2021/3
Y1 - 2021/3
N2 - This research develops a methodology for making process improvements that can sustain over time. Working with caregivers at a large U.S. hospital over 3 years, we redesign a process for educating kidney transplant patients with instructions for post-surgical care. Adopting an intervention-based research (IBR) framework and based on our actions to overcome challenges in implementation and sustainment of the redesign, we revise the current understanding of organizational learning theory. Follow-up observations after our intervention show that the process improvements at the hospital are sustained. We supplement the IBR with quantitative analyses and provide evidence of improvements in health outcomes and satisfaction levels of patients associated with the redesign. These analyses are based on difference-in-difference estimations using data from transplant patients, including a control group from other transplant units. Overall, our research specifies a methodology for implementing sustainable process improvements, particularly in high interaction service environments such as healthcare delivery, and identifies refinements to organizational learning theory, especially for such environments.
AB - This research develops a methodology for making process improvements that can sustain over time. Working with caregivers at a large U.S. hospital over 3 years, we redesign a process for educating kidney transplant patients with instructions for post-surgical care. Adopting an intervention-based research (IBR) framework and based on our actions to overcome challenges in implementation and sustainment of the redesign, we revise the current understanding of organizational learning theory. Follow-up observations after our intervention show that the process improvements at the hospital are sustained. We supplement the IBR with quantitative analyses and provide evidence of improvements in health outcomes and satisfaction levels of patients associated with the redesign. These analyses are based on difference-in-difference estimations using data from transplant patients, including a control group from other transplant units. Overall, our research specifies a methodology for implementing sustainable process improvements, particularly in high interaction service environments such as healthcare delivery, and identifies refinements to organizational learning theory, especially for such environments.
KW - difference-in-difference
KW - healthcare operations
KW - intervention-based research
KW - organizational learning
KW - process improvements
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U2 - 10.1002/joom.1119
DO - 10.1002/joom.1119
M3 - Article
AN - SCOPUS:85092094335
VL - 67
SP - 212
EP - 236
JO - Journal of Operations Management
JF - Journal of Operations Management
SN - 0272-6963
IS - 2
ER -