Parker V A, Wubbenhorst W H, Young G J, Desai K R, Charns M P
Management Decision and Research Center (152M), Veterans Health Administration, Boston, MA 02130, USA.
Am J Med Qual. 1999 Jan-Feb;14(1):64-9. doi: 10.1177/106286069901400109.
Many advocates of quality improvement (QI) suggest that there is a link between an organization's leadership commitment and culture and its ability to implement a QI initiative. This paper reports empirical evidence from a study of QI implementation in Veterans Health Administration (VHA) hospitals that supports this hypothesized linkage. The findings suggest that the extent to which top management becomes directly involved in QI activities determines the degree of QI implementation. Additionally, study findings suggest that a culture emphasizing innovation and teamwork provides an important foundation for implementing a QI initiative. We discuss the implications of these findings for organizational leaders interested in implementing QI.
许多质量改进（QI）的倡导者认为，组织的领导承诺与文化与其实施QI计划的能力之间存在联系。本文报告了一项关于退伍军人健康管理局（VHA）医院实施QI的研究的实证证据，该证据支持了这一假设的联系。研究结果表明，高层管理人员直接参与QI活动的程度决定了QI实施的程度。此外，研究结果表明，强调创新和团队合作的文化为实施QI计划提供了重要基础。我们讨论了这些发现对有兴趣实施QI的组织领导者的影响。
