Jim Ryan

Soft Innovation as Data-Driven Process Improvement Exploited via Integrated Hospital Information Systems

Soft innovations are regarded as insightful, useful ideas originating from stakeholders within the organization. This study takes a new approach to examining the origins of soft innovations within an open systems environment from an organizational context perspective. Based on a 30-month longitudinal study at a 990 registered-bed large teaching hospital, this paper shows that the complexity of technological change dynamics from radical innovation is a main factor that gives rise to process improvement as soft innovation. Theoretical and practical implications of this study are also discussed.

A Balanced Perspective to Perioperative Process Management Aligned to Hospital Strategy

Dynamic technological activities of analysis, evaluation, and synthesis can highlight complex relationships within integrated processes to target improvement and ultimately yield improved processes. Likewise, the identification of existing process limitations, potential capabilities, and subsequent contextual understanding are contributing factors that yield measured improvement. Based on a 120-month longitudinal study of an academic medical center, this study investigates how integrated information systems and business analytics can improve perioperative efficiency and effectiveness across patient quality of care, stakeholder satisfaction, clinical operations, and financial cost effectiveness. This case study examines process management practices of balanced scorecard and dashboards to monitor and improve the perioperative process, aligned to overall hospital goals at strategic, tactical, and operational levels. The conclusion includes discussion of study implications and limitations.

Evaluating and Improving the Perioperative Process: Benchmarking and Redesign of Preoperative Patient Evaluations

This study examines industrial and operations management practices of continuous process improvement, process benchmarking, and process reengineering to evaluate and improve the perioperative process within a hospital environment. This paper identifies how dynamic technological activities of analysis, evaluation, and synthesis applied to internal and external organizational data can highlight complex relationships within integrated processes to yield improved capabilities. The identification of existing process limitations, potential process capabilities, and subsequent contextual understanding are contributing factors that yield a redesign of preoperative patient evaluations within a hospitals perioperative process. Based on an 84-month longitudinal study of a large teaching hospital, this case study investigates the impact of integrated information systems to identify, qualify, and quantify process redesign practices that improve perioperative efficiency and effectiveness. Theoretical and practical implications and/or limitations are also discussed for practitioners and researchers alike.

A Business Process Management Approach to Perioperative Supplies/Instrument Inventory and Workflow

This study examines business process management practices applied to monitor, measure, and improve a hospitals perioperative supply workflow and corresponding inventory management. This paper identifies how dynamic technological activities of analysis, evaluation, and synthesis applied to internal and external organizational data can highlight complex relationships within integrated hospital processes to target opportunities for improvement and ultimately yield improved process capabilities. The identification of existing limitations, potential capabilities, and the subsequent contextual understanding are contributing factors that yield measured improvement within a hospitals perioperative process. Based on a 10-year longitudinal study of a large 909 registered-bed teaching hospital, this case study investigates the impact of integrated information systems to identify, qualify, and quantify business analytics used to improve perioperative efficiency and effectiveness across patient quality of care, operational efficiency, and financial cost effectiveness. The theoretical and practical implications and/or limitations of this studys results are also discussed with respect to practitioners and researchers alike.

Age and influence tactics: a life-stage development theory perspective

This article provides a life-stage development theory perspective that is used to examine the relationship between age and the motivation to use influence tactics in work organizations. It examines how life-stage development sometimes encourages, and at other times discourages, the propensity to use influence tactics in a workplace. Thus, this article examines the quantitative, more versus less, use of influence tactics, rather than looking at specific tactics used as one grows older. Also, the work setting is extended to include both traditional organizations and distributed work environments. Research propositions, implications for practice and directions for future work are also discussed.

A Balanced Scorecard Approach to Perioperative Process Management: A Case Study Perspective

This study examines business process management practices of balanced scorecard and dashboard applications to monitor, measure, and improve a hospitals perioperative process at strategic, tactical, and day-to-day operations levels. This paper identifies how dynamic technological activities of analysis, evaluation, and synthesis applied to internal and external organizational data can highlight complex relationships within integrated hospital processes to target opportunities for improvement and ultimately yield improved process capabilities. The identification of existing limitations, potential capabilities, and the subsequent contextual understanding are contributing factors that yield measured improvement within a hospitals perioperative process. Based on a 90-month longitudinal study of a large 909 registered-bed teaching hospital, this case study investigates the impact of integrated information systems to identify, qualify, and quantify business analytics used to improve perioperative efficiency and effectiveness across patient quality of care, operational efficiency, and financial cost effectiveness. The theoretical and practical implications and/or limitations of this studys results are also discussed with respect to practitioners and researchers alike.

Key Performance Indicators across the Perioperative Process: Holistic Opportunities for Improvement via Business Process Management

This study examines the development and use of multiple scorecard metrics within each stage of the perioperative process as key performance indicators to enable business process management practices across the entire process to target and measure continuous improvement. This paper identifies how dynamic technological activities of analysis, evaluation, and synthesis applied to internal and external organizational data can highlight complex relationships within integrated hospital processes to target opportunities for improvement and ultimately yield improved process capabilities. The identification of existing limitations, potential capabilities, and the subsequent contextual understanding are contributing factors that yield measured improvement. This case study investigates the impact of integrated information systems to identify, qualify, and quantify perioperative improvement based on a 154-month longitudinal study of a large, 1.046 registered-bed teaching hospital. The theoretical and practical implications and/or limitations of this study’s results are also discussed with respect to practitioners and researchers alike.