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JoAnn M. Brooks

Articles 1 - 2 of 2

Full-Text Articles in Other Social and Behavioral Sciences

Mediating The Intersections Of Organizational Routines During The Introduction Of Health It Systems, Laurie Novak, Joann Brooks, Cynthia Gadd, Shilo Anders, Nancy Lorenzi Aug 2012

Mediating The Intersections Of Organizational Routines During The Introduction Of Health It Systems, Laurie Novak, Joann Brooks, Cynthia Gadd, Shilo Anders, Nancy Lorenzi

JoAnn M. Brooks

Public interest in the quality and safety of health care has spurred examination of specific organizational routines believed to yield risk in health care work. Medication administration routines, in particular, have been the subject of numerous improvement projects involving information technology development, and other forms of research and regulation. This study draws from ethnographic observation to examine how the common routine of medication administration intersects with other organizational routines, and why understanding such intersections is important. We present three cases describing intersections between medication administration and other routines, including a pharmacy routine, medication administration on the next shift and management ...


Network Management In Emergency Response: Articulation Practices Of State-Level Managers – Interweaving Up, Down And Sideways, Joann Brooks, Deb Bodeau, Jane Fedorowicz Dec 2011

Network Management In Emergency Response: Articulation Practices Of State-Level Managers – Interweaving Up, Down And Sideways, Joann Brooks, Deb Bodeau, Jane Fedorowicz

JoAnn M. Brooks

Large-scale emergency response requires management of collaborative networks that stretch across government agencies and levels, and that include nonprofit and private organizations. Management of such collaborative networks has been recognized as a research area in need of further study. Inter-organizational complexities associated with these collaborative networks give rise to unanticipated contingencies that compound issues directly associated with an emergency itself. Planning for such response is therefore intrinsically limited, and emergency managers must bridge the gaps via articulation practices in real-time. In this paper, the authors draw on empirical data to develop a conceptual framework characterizing dimensions of interorganizational complexity and ...