Skip to main content
SpringerLink
Log in
Book cover

Healthcare Knowledge Management pp 112–129Cite as

Constructing Healthcare Knowledge

  • Chapter

  • 1724 Accesses

Part of the book series: Health Informatics ((HI))

Abstract

Healthcare knowledge is social constructs and the management of it is essentially context specific, constructive processes via which concerned actors interact with each other so as to accomplish socio-cognitive changes. Critical factors shaping these processes include social structure, institutional logic, and political action. The socio-cognitive construction of healthcare knowledge underlies broad ranges of healthcare phenomena, issues, and programs, from designing healthcare technology to reforming healthcare service.

This is a preview of subscription content, log in via an institution.

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   89.00
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD   119.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD   169.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Berger PL, Luckman T. The social construction of reality. London: Penguin Press: 1966.

    Google Scholar 

  2. Latour B, Woolgar S. Laboratory life. Beverly Hills, CA: Sage; 1979.

    Google Scholar 

  3. Garud R, Rappa MA. A socio-cognitive model of technology evolution: the case of cochlear implants. Organ Sci 1994;5(3):344–362.

    Article  Google Scholar 

  4. Nakamori Y, Zhu Z. Exploring a sociological underpinning for the i system. Int J Knowl Syst Sci 2004;1(1):1–8.

    Google Scholar 

  5. Freeman RE. Strategic management: a stakeholder approach. Boston: Pitman; 1984.

    Google Scholar 

  6. Edgren L. Health customer diversity and its implications. J Syst Sci Syst Eng in press.

    Google Scholar 

  7. Reay T, Hinings CR. The recomposition of an organizational field: health care in Alberta. Organ Stud 2005;26(3):351–384.

    Article  Google Scholar 

  8. Whittington R. Putting Giddens into action: social systems and managerial agency. J Manage Stud 1992;29(6):693–712.

    Article  Google Scholar 

  9. Douglas M. How institutions think. Syracuse, NY: Syracuse University Press; 1986.

    Google Scholar 

  10. Beckert J. Agency, entrepreneurs, and institutional change. The role of strategic choice and institutionalised practices in organisations. Organ Stud 1999;20(5):777–799.

    Article  Google Scholar 

  11. Friedland R, Alford RR. Bringing society back in: symbols, practices, and institutional contradictions. In: Powell WW, DiMaggio PJ. editors. The new institutionalism in organisational analysis. Chicago: Chicago University Press; 1991, pp. 232–263.

    Google Scholar 

  12. Greenwood R. Hinings CR. Understanding radical organisational change: bringing together the old and the new institutionalism. Acad Manage Rev 1996;21:1022–1054.

    Article  Google Scholar 

  13. North DC. The contribution of the new institutional economics to an understanding of the transition problem. In: WIDER Annual Lectures I, Helsinki, 1997. UNU World Institute for Development Economics Research (UNU/WIDER).

    Google Scholar 

  14. Aoki M. Information, corporate governance, and institutional diversity. New York: Oxford University Press; 1995/2000.

    Google Scholar 

  15. Zhu Z. Reform without a theory: why does it work in China? Organ Stud in press.

    Google Scholar 

  16. Thornton PH. Ocasio W. Institutional logics and the historical contingency of power in organisations: executive succession in the higher education publishing industry, 1958-1990. Am J Sociol 1999;105:801–843.

    Article  Google Scholar 

  17. Hoffman AJ. Institutional evolution and change: environmentalism and the US chemical industry. Acad Manage J 1999;42(4):351–371.

    Article  Google Scholar 

  18. Roberts J. The modern firm. Oxford: Oxford University Press; 2004.

    Google Scholar 

  19. Seo M-G, Creed WED. Institutional contradictions, praxis, and institutional change: a dialectical perspective. Acad Manage Rev 2002;27(1);222–247.

    Article  Google Scholar 

  20. Bijker WE, Hughes TP, Pinch TJ. The social construction of technological systems. Cambridge, MA: MIT Press; 1987.

    Google Scholar 

  21. Orlikowski WJ. The duality of technology: rethinking the concept of technology in organisations. Organ Sci 1992;3(3):398–427.

    Article  Google Scholar 

  22. Rosenkopf L. Tushman ML. On the co-evolution of organisation and technology. In: Baum J, Singh J, editors. Evolution dynamics of organisation. New York: Oxford University Press; 1993.

    Google Scholar 

  23. McAdam D, McCarthy JD, Zald MN, editors. Comparative perspectives on social movements. Cambridge: Cambridge University Press; 1996.

    Google Scholar 

  24. Rao H, Morrill C, Zald MN. Power plays: how social movements and collective action create new organisational forms. In: Staw BM, Sutton RI. editors. Research in organisational behaviour, vol. 20. New York: Elsevier Science; 2000, pp. 237–281.

    Google Scholar 

  25. DiMaggio PJ. Interest and agency in institutional theory. In: Zucker LG, editor. Institutional patterns and organisations: cultural and environment. Cambridge, MA: Ballinger; 1988, pp. 3–22.

    Google Scholar 

  26. Fligstein N. Social skill and institutional theory. Am Behav Sci 1997;40(4):397–405.

    Article  Google Scholar 

  27. Munir KA, Jones M. Discontinuity and after: the social dynamics of technology evolution and dominance. Organ Stud 2004;25(4):561–581.

    Article  Google Scholar 

  28. Tushman ML, Rosenkopf L. On the organisational determinants of technological change: towards a sociology of technological evolution. In: Staw B, Cummings L, editors, Research in organisational behaviour, vol. 14. Greenwich, CT: JAI Press; 1992, pp. 311–347.

    Google Scholar 

  29. Kostova T. Transnational transfer of strategic organisational practices: A contextual perspective. Acad Manage Rev 1999;24(2):308–324.

    Article  Google Scholar 

  30. Hardy C. Understanding power: bringing about strategic change. Br J Manage 1996;7:3–16.

    Article  Google Scholar 

  31. Christensen C. The innovator’s dilemma: when new technologies cause great firms to fail. Boston, MA: Harvard Business School Press; 1997.

    Google Scholar 

  32. Hargadon AB, Douglas Y. When innovations meet institutions: Edison and the design of the electric light. PAdmin Sci Q 2001;46:476–501.

    Article  Google Scholar 

  33. Cyert RM, March JG. A behavioural theory of the firm. Englewood Cliffs, NJ: Prentice Hall; 1963.

    Google Scholar 

  34. Garud R, Ahlstrom D. Researchers’ roles in negotiating the institutional fabric of technologies. Am Beliav Sci 1997;40(4):523–538.

    Article  Google Scholar 

  35. Selznick P. Leadership in administration. New York: Harper and Row; 1957.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. University of Hull, UK

    Zhichang Zhu PhD (Senior Lecturer, Visiting Research Professor)

  2. Advanced Institute of Science and Technology, Japan

    Zhichang Zhu PhD (Senior Lecturer, Visiting Research Professor)

  3. South China Normal University, China

    Zhichang Zhu PhD (Senior Lecturer, Visiting Research Professor)

Authors
  1. Zhichang Zhu PhD
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. Knowledge Management for Healthcare (KMH) subgroup, Biomedical Computing and Engineering Technologies Applied Research Group (BIOCORE), Coventry University, Coventry West Midlands, CV1 5FB, UK

    Rajeev K. Bali PhD

  2. The University of Hull Business School, Hull, HU6 7RX, UK

    Ashish N. Dwivedi PhD

Rights and permissions

Reprints and permissions

Copyright information

© 2007 Springer Science+Business Media, LLC

About this chapter

Cite this chapter

Zhu, Z. (2007). Constructing Healthcare Knowledge. In: Bali, R.K., Dwivedi, A.N. (eds) Healthcare Knowledge Management. Health Informatics. Springer, New York, NY. https://doi.org/10.1007/978-0-387-49009-0_9

Download citation

  • DOI: https://doi.org/10.1007/978-0-387-49009-0_9

  • Publisher Name: Springer, New York, NY

  • Print ISBN: 978-0-387-33540-7

  • Online ISBN: 978-0-387-49009-0

  • eBook Packages: MedicineMedicine (R0)

Publish with us

Policies and ethics

Search

Navigation