International Journal of Health Policy and Management

International Journal of Health Policy and Management

Knowledge Mobilization in Healthcare Organizations: A View from the Resource-Based View of the Firm

Document Type : Perspective

Authors
Ewan Ferlie 1
Tessa Crilly 2
Ashok Jashapara 3
Susan Trenholm 4
Anna Peckham 5
Graeme Currie 6
1 Department of Management, King’s College London, London, UK
2 Crystal Blue Consulting Ltd., London, UK
3 School of Management, Royal Holloway University of London, Egham, Surrey, UK
4 Department of Management and Marketing, University of Melbourne, Melbourne, Australia
5 Independent Librarian, Kent, UK
6 Warwick Business School, University of Warwick, Coventry, UK
10.15171/ijhpm.2015.35
Abstract
This short literature review argues that the Resource-Based View (RBV) school of strategic management has recently become of increased interest to scholars of healthcare organizations. RBV links well to the broader interest in more effective Knowledge Mobilization (KM) in healthcare. The paper outlines and discusses key concepts, texts and authors from the RBV tradition and gives recent examples of how RBV concepts have been applied fruitfully to healthcare settings. It concludes by setting out a future research agenda.

Highlights

Commentaries Published on this Paper

  • Necessary but Not Sufficient…; Comment on “Knowledge Mobilization in Healthcare Organizations: A View From the Resource-Based View of the Firm”

            Abstract | PDF

  • An Untapped Resource: Patient and Public Involvement in Implementation; Comment on “Knowledge Mobilization in Healthcare Organizations: A View From the Resource-Based View of the Firm”

            Abstract | PDF

 

Authors’ Response to the Commentaries

  • Strategic Management in the Healthcare Sector: The Debate About the Resource-Based View Flourishes in Response to Recent Commentaries

            Abstract | PDF

Keywords
Resource-Based View (RBV)
Knowledge Mobilization (KM)
Healthcare Organizations
Subjects
  1. Burton CR, Rycroft-Malone J. Resource based view of the firm as a theoretical lens on the organisational consequences of quality improvement. Int J Health Policy Manag 2014; 3: 113-5. doi: 10.15171/ijhpm.2014.74
  2. Rosenberg Hansen J,  Ferlie E. Applying strategic management theories in public sector organizations: Developing a Typology. Public Management Review 2014 Sep. 17. doi: 10.1080/14719037.2014.957339
  3. Cooksey Report. A Review of UK Health Research Funding. HM Treasury, London: HMSO: 2006.
  4. Department of Health. Innovation, Health and Wealth. London: HMSO; 2011.
  5. Sung NS, Crowley WF Jr, Genel M, Salber P, Sandy L, Sherwood LM, et al. Central challenges facing the national clinical research enterprise. JAMA 2003; 289: 1278-87.
  6. Lenfant C. Clinical Research to Clinical Practice — Lost in Translation? N Engl J Med 2003; 349: 868-74.
  7. Quality Enhancement Research Initiative (QUERI) [home page on the internet]. [cited 14 Jan. 2015]. Available from: http://www.queri.research.va.gov/about/default.cfm
  8. Graham ID, Tetroe J. Learning from the U.S. Department of Veterans Affairs Quality Enhancement Research Initiative: QUERI Series. Implement Sci 2009; 4: 13. doi: 10.1186/1748-5908-4-13
  9. Institute for Healthcare Improvement [home page on the internet]. [cited 14 Jan. 2015]. Available from: http://www.ihi.org/about/Pages/IHIVisionandValues.aspx
  10. Berwick DM. Disseminating innovations in health care. JAMA 2003; 289: 1969-75.
  11. Canadian Health Services Research Foundation. The Theory and Practice of Knowledge brokering in Canada’s Health System. Ottawa, ON: Canadian Health Services Research Foundation; 2003. Available from: http://www.cfhi-fcass.ca/migrated/pdf/Theory_and_Practice_e.pdf
  12. Ward V, House A, Hamer S. Knowledge Brokering: The missing link in the evidence to action chain? Evid Policy 2009; 5: 267-79. doi: 10.1332/174426409X463811
  13. Lomas J. Using Linkage And Exchange To Move Research Into Policy At A Canadian Foundation. Health Aff (Millwood) 2000; 19: 236-40.
  14. Canadian Institutes of Health Research (CIHR). home page on the internet]. [cited 14 Jan. 2015]. Available from: http://www.cihr-irsc.gc.ca/e/13733.html
  15. Graham ID, Tetroe JM. Getting evidence into policy and practice: perspective of a health research funder. J Can Acad Child Adolesc Psychiatry 2009; 18: 46-50.
  16. Wehrens R, Bekker M, Bal R. Dutch Academic Collaborative Centres for Public Health: development through time–issues, dilemmas and coping strategies. Evid Policy 2012; 8: 149-70.
  17. Straus S, Tetroe J, Graham I. Knowledge Translation in Health Care: Moving From Evidence to Practice. 2nd edition. Chichester: Wiley Blackwell, BMJ Books: 2013.
  18. Crilly, Tessa, Ashok Jashapara, Susan Trenholm, Anna Peckham, Graeme Currie, and Ewan Ferlie . “Research Utilization and Knowledge Mobilization By Health Care managers: Synthesising Evidence and Theory Using Perspectives of Organizational Form, Resource based View and Critical Theory.” Final report. NIHR Service Delivery and Organisation programme; 2012. http://www.nets.nihr.ac.uk/__data/assets/pdf_file/0003/85107/FR-09-1002-13.pdf
  19. Penrose E. The Theory of the Growth of The Firm. New York: John Wiley; 1959
  20. Wernerfelt B. A resource‐based view of the firm. Strategic Management Journal 1984; 5: 171-80.
  21. Spender J, Grant R. Knowledge and the Firm: Overview. Strategic Management Journal 1996; 17: 5-9.
  22. Grant R. Towards a Knowledge based Theory of the Firm.Strategic Management Journal 1996; 17: 199-221.
  23. Prahalad C, Hamel G. The Core Competence of the Corporation.Harv Bus Rev 1990; 68: 79-91.
  24. Barney J, Clark D. Resource Based Theory: Creating and Sustaining Competitive Advantage. Oxford: Oxford University Press; 2007
  25. Bryson J, Ackermann F, Eden C. Putting The Resource Based View of Strategy and Distinctive Competencies To Work in Public Organizations. Public Adm Rev 2007; 67: 702-17.
  26. Teece D, Pisano G, Shuen A. Dynamic Capabilities and Strategic Management. Strategic Management Journal 1997; 18: 509-33.
  27. Eisenhardt K, Martin J. Dynamic capabilities: What are they? Strategic Management Journal 2000; 21: 1105-21.
  28. Casebeer A, Reay T, Deward J, Pablo A. Knowing Through Doing: Unleashing Latent Capabilities in the Public Sector. In: Walshe K, Harvey G, Jas P, editors. Connecting Knowledge and Performance in Public Services. Cambridge: Cambridge University Press; 2010. p. 251-75.
  29. Cohen WM, Levinthal DA. Absorptive capacity: a new perspective on learning and innovation. Adm Sci Q 1990; 35: 128-52.
  30. Bierly PE, Damanpour F, Santoro MD. The application of external knowledge: organizational conditions for exploration and exploitation. Journal of Management Studies 2009; 46: 481-509.
  31. Harvey G, Jas P, Walshe K, Skelcher C. Absorptive Capacity: How Organizations Assimilate and Apply Knowledge to Improve Performance. In: Walshe K, Harvey G, Jas P, editors. Connecting Knowledge and Performance in Public Services. Cambridge: Cambridge University Press; 2010. p. 226-50.
  32. Raisch S, Birkinshaw J. Organizational ambidexterity: Antecedents, outcomes, and moderators. J Manage 2008; 34: 375-409.
  33. Fischer MD, Ferlie E, French C, Fulop N, Wolfe C. The Creation and Survival of an Academic Health Science Organization: Counter-Colonization Through A New Organizational Form? University of Oxford-Said Business School Working Paper; 2013.

 

  • Received Date 29 November 2014
  • Revised Date 20 February 2015
  • Accepted Date 21 January 2015
  • First Published Date 01 March 2015
  • Published Date 01 March 2015