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Considering the Environment

Environmental Context and Network Form
  • Mary L. Fennell
  • Richard B. Warnecke
Part of the Environment, Development, and Public Policy book series (EDPP)

Abstract

The preceding chapter considered uncertainty in the ability of organizations to perform their key functions, and the relationship of uncertainty to innovation diffusion. We applied contingency theory to help explain how organizational leaders deal with uncertainty by first identifying performance gaps and then by developing agendas to address these performance deficits. These basic concepts were then used to analyze how the key actors—the National Cancer Institute, the academic medical centers, and the community hospitals—in the head and neck demonstration projects defined the innovation and set agendas that addressed specific performance gaps related to their core activities. The agendas that emerged from the networks were constrained by the environments in which the programs were established.

Keywords

Community Hospital Neck Cancer Patient Innovation Diffusion Boundary Spanner Diffusion Channel 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Plenum Press, New York 1988

Authors and Affiliations

  • Mary L. Fennell
    • 1
  • Richard B. Warnecke
    • 2
  1. 1.The Pennsylvania State UniversityUniversity ParkUSA
  2. 2.University of Illinois at ChicagoChicagoUSA

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