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Article
Publication date: 1 June 2001

Keith Maguire

264

Abstract

Details

International Journal of Manpower, vol. 22 no. 4
Type: Research Article
ISSN: 0143-7720

Keywords

Available. Open Access. Open Access
Article
Publication date: 18 November 2021

Michael Opara, Oliver Nnamdi Okafor, Akolisa Ufodike and Kenneth Kalu

This study adopts an institutional entrepreneurship perspective in the context of public–private partnerships (P3s) to highlight the role of social actors in enacting…

1786

Abstract

Purpose

This study adopts an institutional entrepreneurship perspective in the context of public–private partnerships (P3s) to highlight the role of social actors in enacting institutional change in a complex organizational setting. By studying the actions of two prominent social actors, the authors argue that successful institutional change is the result of dynamic managerial activity supported by political clout, organizational authority and the social positioning of actors.

Design/methodology/approach

The authors conducted a field-based case study in a complex institutional and organizational setting in Alberta, Canada. The authors employed an institutional entrepreneurship perspective to identify and analyze the activities of two allied actors motivated to transform the institutional environment for public infrastructure delivery.

Findings

The empirical study suggests that the implementation of institutional change is both individualistic and collaborative. Moreover, it is grounded in everyday organizational practices and activities and involves a coalition of allies invested in enacting lasting change in organizational practice(s), even when maintaining the status quo seems advantageous.

Originality/value

The authors critique the structural explanations that dominate the literature on public–private partnership implementation, which downplays the role of agency and minimizes its interplay with institutional logics in effecting institutional change. Rather, the authors demonstrate that, given the observed impact of social actors, public–private partnership adoption and implementation can be theorized as a social phenomenon.

Details

Accounting, Auditing & Accountability Journal, vol. 34 no. 9
Type: Research Article
ISSN: 0951-3574

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Available. Content available
Article
Publication date: 7 October 2013

Colin King

884

Abstract

Details

Journal of Money Laundering Control, vol. 16 no. 4
Type: Research Article
ISSN: 1368-5201

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Book part
Publication date: 15 September 2020

Jo Easton

Free Access. Free Access

Abstract

Details

Death in Custody
Type: Book
ISBN: 978-1-83909-026-4

Available. Open Access. Open Access
Book part
Publication date: 9 July 2024

Teresa Crew

Abstract

Details

The Intersections of a Working-Class Academic Identity: A Class Apart
Type: Book
ISBN: 978-1-83753-118-9

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Article
Publication date: 4 April 2016

Greg J. Bamber and Ed Snape

1033

Abstract

Details

Personnel Review, vol. 45 no. 3
Type: Research Article
ISSN: 0048-3486

Available. Content available
Book part
Publication date: 19 November 2021

Leanne Weber, Jarrett Blaustein, Kathryn Benier, Rebecca Wickes and Diana Johns

Abstract

Details

Place, Race and Politics
Type: Book
ISBN: 978-1-80043-046-4

Available. Content available
Article
Publication date: 8 June 2012

Robin Johnson

931

Abstract

Details

Housing, Care and Support, vol. 15 no. 2
Type: Research Article
ISSN: 1460-8790

Available. Open Access. Open Access
Article
Publication date: 4 June 2024

Rachelle Kaye, Theodoros N. Arvanitis, Sarah N. Lim Choi Keung, Dipak Kalra and Dolores Verdoy Berastegi

The European funded project ADLIFE focuses on the application of digitally enabled integrated care for people with advanced chronic diseases. The implementation of the ADLIFE…

493

Abstract

Purpose

The European funded project ADLIFE focuses on the application of digitally enabled integrated care for people with advanced chronic diseases. The implementation of the ADLIFE intervention required a robust practical tool that would be common to all pilot sites while allowing flexibility for local variations as well as the ability to adapt to unanticipated changes and problems.

Design/methodology/approach

The ADLIFE project combined the concepts of implementation research and formative evaluation with the standardized operating procedures (SOP) methodology. The ADLIFE project significantly modified the SOP approach and used it as a means to not only to define and organize the tasks that needed to be performed in preparing and implementing the ADLIFE intervention but also to create a deeper understanding of the unique challenges faced in each site, as well as a method for achieving a consensus.

Findings

The ADLIFE SOPs were developed by a dedicated working group, and they encompassed the preparatory phase leading up to implementation of the intervention. The SOP was also the basis for monitoring the implementation, and this created a structure for the dynamic ongoing tactical and even strategic changes necessitated by local diversity as well as many unanticipated changes.

Originality/value

The SOP methodology was useful in supporting the development of the ADLIFE SOP, which was a consensus-based approach to guide for managing the implementation process, both at project and local levels. It has supported continuous improvement and learning throughout the project. Both the process and the SOP produced by the process can be readily adapted and used in other similar projects.

Details

Journal of Integrated Care, vol. 32 no. 5
Type: Research Article
ISSN: 1476-9018

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