Il coordinamento infermieristico in un percorso di cambiamento aziendale: whence e whither

Journal title MECOSAN
Author/s Cristiana Cattaneo, Gaia Bassani, Giovanna Galizzi
Publishing Year 2014 Issue 2014/90 Language Italian
Pages 22 P. 33-54 File size 394 KB
DOI 10.3280/MESA2014-090003
DOI is like a bar code for intellectual property: to have more infomation click here

Below, you can see the article first page

If you want to buy this article in PDF format, you can do it, following the instructions to buy download credits

Article preview

FrancoAngeli is member of Publishers International Linking Association, Inc (PILA), a not-for-profit association which run the CrossRef service enabling links to and from online scholarly content.

A variety of national and international studies describes the evolution of the nurse manager role highlighting the more important influences on that process. Some paper focus on how detailed contextual (macro) effects condition both the healthcare organizations and the professionalization of nurse manager, other studies refer to organizational relationships and micro control mechanisms. This research would contribute to the analysis of the nurse manager role through an integrated institutional framework (combining NIS, NIE and OIE perspectives). The scene of the study is an Italian hospital that is experimenting a radical (strategic and organisational) change. The influences observed through the lens of the theoretical framework show interesting combinations of these effects and further considerations about the nurse manager role.

Keywords: Nurse manager, healthcare organizations, case study, institutional theory, organizational change.

  1. Adams A., Bond S. (2000). Hospital nurses’ job satisfaction, individual and organizational characteristics. Journal of Advanced Nursing, 32 (3): 536-543. DOI: 10.1046/j.1365-2648.2000.01513.x
  2. Alesani D., Barbieri M., Lega F., Villa S. (2006). Gli impatti delle innovazioni dei modelli logisticoorganizzativi in ospedale: spunti da tre esperienze aziendali pilota. L’aziendalizzazione della sanità in Italia. Rapporto Oasi, 13: 457-494.
  3. Anessi Pessina E., Cantù E. (2006). Whither managerialism in the Italian National Health Service? International Journal of Health Planning and Management, 21: 327-355. DOI: 10.1002/hpm.861.
  4. Begun J.W., Tornabeni J., White K.R. (2006). Opportunities for improving patient care through lateral integration: the clinical nurse leader. Journal of Healthcare Management, 51 (1): 19-25.
  5. Blomgren M. (2003). Ordering a profession: Swedish nurses encounter new public management reforms. Financial Accountability & Management, 19 (1): 45-71. DOI: 10.1111/1468-0408.00163
  6. Bloom J.R., O’Reilly C.A., Parlette G.N. (1979). Changing images of professionalism: the case of public health nurses. American Journal of Public Health, 69 (1): 43-46. DOI: 10.2105/ajph.69.1.43
  7. Bonazzi G. (2008). Storia del pensiero organizzativo. Milano: FrancoAngeli.
  8. Lawler J.J. (2007). Management development: a study of nurse managerial activities and skills. Journal of Healthcare Management, 52 (3): 156-169.
  9. Bracci E., Maran L., Vagnoni E. (2009). La percezione e il coinvolgimento delle professioni sanitarie nei processi organizzativi e gestionali. Mecosan, 69: 11-38. Bullough B. (1995). Professionalization of nurse practitioners. In: Fitzpatrick J.J., Stevenson J.S. (Eds.). Annual review of nursing research, 13: 239-265.
  10. Carvalho T. (2012). Managerialism and professional strategies: A case from nurses in Portugal. Journal of Health Organization and Management, 26 (4-5): 524-541. DOI: 10.1108/14777261211251562
  11. Chu C.-I., Hsu H.-M., Price J.L., Lee J.-Y. (2003). Job satisfaction of hospital nurses: an empirical test of a causal model in Taiwan. International Nursing Review, 50: 176-182. DOI: 10.1046/j.1466-7657.2003.00165.x
  12. Currie G., Koteyko N., Nerlich B. (2009). The dynamics of professions and development of new roles in public services organizations: the case of modern matrons in the English NHS. Public Administration, 87 (2): 295-311. DOI: 10.1111/j.1467-9299.2009.01755.x
  13. De Pietro C. (2006). La gestione del personale nelle aziende sanitarie: una rassegna della letteratura. Mecosan, 57: 141-160.
  14. Del Vecchio M., De Pietro C. (2011). Lo sviluppo della professione infermieristica: opportunità e condizioni. Mecosan, 80: 9-25.
  15. DiMaggio P.J., Powell W.W. (1991). The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. In: DiMaggio
  16. P.J., Powell W.W. (Eds.). The new institutionalism in organizational analysis. Chicago: University of Chicago Press. DOI: 10.2307/2095101.FattoreG.(1999).CostcontainmentandreformsintheItalianNationalHealthService.In:MossialosE.,LeGrandJ.(Eds.).HealthCareandCostContainmentintheEuropeanUnion.Aldershot:Ashgate
  17. Hood C. (1991). A public management for all seasons? Public Administration, 69 (1): 3-19. DOI: 10.1111/j.1467-9299.1991.tb00779.x
  18. Hood C. (1995). The “New Public Management” in the 1980s: variations on a theme. Accounting, organizations and society, 20 (2-3): 93-109. DOI: 10.1016/0361-3682(93)e0001-w
  19. Hyndman N., Liguori M. (2012). Public sector reforms: changing contours on an NPM landscape. Working Paper presentato alla 7th International Conference on Accounting, Auditing and Management in Public Sector Reforms, 4-6 settembre, Milano.
  20. Imbalzan G., Raimondi L., Silvestri G., Pezzoli D., Grechi B. (2009). Il ruolo dei coordinatori infermieristici in un progetto di miglioramento nel modello HPH. Sanita Pubblica e Privata, 1: 59-65.
  21. Lapsley I. (2008). The NPM agenda: Back to the future. Financial Accountability & Management, 24 (1): 77-96. DOI: 10.1111/j.1468-0408.2008.00444.x
  22. Leicht K.T., Fennell M.L. (2008). Institutionalism and the professions. In: Greenwood R., Oliver C., Sahlin K., Suddaby R. (Eds.). The SAGE Handbook of Organizational Institutionalism. London: Sage Publications. DOI: 10.4135/9781849200387.n18
  23. Lega F., De Pietro C. (2005). Converging patterns in hospital organization: beyond the professional bureaucracy. Health Policy, 74: 261-281. DOI: 10.1016/j.healthpol.2005.01.010
  24. Lega F. (2008). The rise and fall(acy) of clinical directorates in Italy. Health Policy, 85: 252-262. DOI: 10.1016/j.healthpol.2007.07.010
  25. Liff R., Andersson T. (2011). Integrating or disintegrating effects of customised care: the role of professions beyond NPM. Journal of Health Organization and Management, 25 (6): 658-676.
  26. Lin L.-M., Wu J.-H., White L.P. (2005). Managerial activities and skills of nurse managers: an exploratory study. Hospital Topics: Research and Perspectives on Healthcare, 83 (2): 2-9. DOI: 10.3200/htps.83.2.2-9.LinL.-M.,WuJ.-H.,HuangI.-C.,TsengK.-H.
  27. Lo Scalzo A., Donatini L.O., Cicchetti A., Profili S., Maresso A. (2009). Health Systems in Transition: Italy Health system review. European Observatory on Health Systems and Policies, 11 (6): 1-216.
  28. Macinati M. (2007). Personale infermieristico interno e in outsourcing: contesto aziendale e soddisfazione professionale. Mecosan, 64: 41-52.
  29. Macinati M.S. (2010). Npm reforms and the perception of budget by hospital clinicians: lessons from two case-studies. Financial Accountability & Management, 26 (4): 422-442. DOI: 10.1111/j.1468-0408.2010.00509.x
  30. Newman K.P. (2011). Transforming organizational culture through nursing shared governance. Nursing Clinics of North America, 46 (1): 45-58.
  31. Purcell L., Milner B. (2005). Management development in health care: Exploring the experiences of clinical nurse managers. Journal of European Industrial Training, 29 (9): 751-763. DOI: 10.1108/03090590510629867
  32. Scardigli V., Zangrandi A. (2009). Gli infermieri negli ospedali alla ricerca di autonomia. I risultati di un’indagine nelle aziende sanitarie pubbliche italiane. Mecosan, 70: 99-123.
  33. Sebastiano A., Croce D. (2007). Linee evolutive nello sviluppo organizzativo delle strutture ospedaliere: case history e riflessioni sistemiche. Sanita Pubblica e Privata, 6: 34-38.
  34. Simonet D. (2006). Le riforme europee dei sistemi di cura: il caso della Germania, della Gran Bretagna, della Svizzera, dell’Italia e della Francia. Mecosan, 59: 137-148.
  35. Vagnoni E. (2001). The italian health care reform experience: which role for nursing? Policy Politics Nursing Practice, 2: 52-57. DOI: 10.1177/152715440100200109
  36. Wall S. (2010). Critical perspectives in the study of nursing work. Journal of Health Organization and Management, 24 (2): 145-166.
  37. Zuffada E. (1997). Ripensare il ruolo e il funzionamento degli ordini e delle associazioni professionali nell’ambito del Servizio sanitario nazionale. Mecosan, 6 (24): 29-47

Cristiana Cattaneo, Gaia Bassani, Giovanna Galizzi, Il coordinamento infermieristico in un percorso di cambiamento aziendale: whence e whither in "MECOSAN" 90/2014, pp 33-54, DOI: 10.3280/MESA2014-090003