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Cover -- Title -- Copyright -- Contents -- List of Tables and Figures -- Contributor Presentations -- Foreword -- Foreword -- Preface -- Part I Background and Introduction -- 1 The Relevance of Management Innovations for Healthcare Organizations -- 2 Healthcare Organizations and Managerial Innovations From an International Perspective -- Part II Examining Management Innovations -- 3 360-Degree Feedback in Healthcare Organizations -- 4 Accreditation and Other External Evaluations of Quality and Safety of Care and Services: Innovations for Improvement? -- 5 The Balanced Scorecard in Healthcare Organizations -- 6 Business Process Reengineering in Healthcare Organizations -- 7 Consensus as a Management Strategy for Healthcare Organizations: Culture, Involvement and Commitment -- 8 Corporate Social Responsibility for Healthcare Organizations -- 9 Decentralizing Healthcare -- 10 Empowerment in Healthcare Organizations -- 11 Kaizen in Healthcare Organizations -- 12 Knowledge Management in Healthcare Organizations -- 13 Lean Healthcare: What Is the Contribution to Quality of Care? -- 14 Learning Organizations: Panacea or Irrelevance? -- 15 Management by Objectives in Healthcare Organizations Then and Now: A Literature Overview of MBO Limitations and Perspectives in the Healthcare Sector -- 16 New Public Management in Healthcare Organizations -- 17 Servant Leadership in Healthcare Organizations -- 18 Shared Leadership in Healthcare Organizations -- 19 Six Sigma Applicability and Implementation in Healthcare -- 20 Sustainability in Healthcare Organizations -- 21 Teamwork in Healthcare Organizations -- 22 Total Quality Management in Healthcare -- 23 Transformational Leadership in Healthcare Organizations -- 24 Value-Based Healthcare: Utopian Vision or Fit for Purpose? -- Part III Conclusions and Future Research.

Abstract Evidence‐based adoption of organizational innovations requires explicit definition of the outcomes the innovations are intended to produce. Implementation theory, however, suggests that organizational innovations are often politicized in the sense that the prospect of implementing them provokes conflicts of interests among the parties affected. Then the intended outcomes of the innovation are liable to be formulated ambiguously, misleadingly or not at all, which makes evidence‐based organizational innovation unattainable. Analysis of 61 organizational innovations in nine English NHS primary care trusts suggests that while the majority of innovations were not politicized in this way, a substantial minority were. Innovations whose adoption is motivated by evidence can therefore be differentiated from politicized innovations whose adoption is not so motivated, even when they nevertheless do have evidential support.