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dc.contributor.authorMikkola, Leena
dc.contributor.authorStormi, Inka
dc.date.accessioned2020-11-18T06:09:09Z
dc.date.available2020-11-18T06:09:09Z
dc.date.issued2021
dc.identifier.citationMikkola, L., & Stormi, I. (2021). Change Talk in Hospital Management Groups. <i>The Journal of Change Management</i>, <i>21</i>(3), 287-306. <a href="https://doi.org/10.1080/14697017.2020.1775679" target="_blank">https://doi.org/10.1080/14697017.2020.1775679</a>
dc.identifier.otherCONVID_35976235
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/72653
dc.description.abstractRecent national healthcare reforms have resulted in many changes to healthcare organizations. When social realities are enacted in social interactions, changes also occur in communication through discourses. In public hospitals, middle management groups form one important platform for change talk. This study aimed to identify and understand how change talk emerges in management group meetings. Data were collected from 10 hospital meetings, and change-related interactions were explored by analyzing sensemaking and positioning. In the data, change talk took three forms: collaboration, control and confrontation. These forms consisted of change discourses (change as a possibility, concealed change and enforced change) and simultaneously negotiated positions (expert position, power/powerlessness position and cohesion/opposition position). The findings suggest that middle managers use sensemaking power through discourses. Positioning is also of vital importance in directing change talk because it defines the power relations in the change process.en
dc.format.mimetypeapplication/pdf
dc.languageeng
dc.language.isoeng
dc.publisherRoutledge
dc.relation.ispartofseriesThe Journal of Change Management
dc.rightsIn Copyright
dc.subject.otherchange talk
dc.subject.otherhospital
dc.subject.otherorganizational change
dc.subject.otherpositioning
dc.subject.othersensemaking
dc.titleChange Talk in Hospital Management Groups
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-202011186672
dc.contributor.laitosKieli- ja viestintätieteiden laitosfi
dc.contributor.laitosDepartment of Language and Communication Studiesen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.type.coarhttp://purl.org/coar/resource_type/c_2df8fbb1
dc.description.reviewstatuspeerReviewed
dc.format.pagerange287-306
dc.relation.issn1469-7017
dc.relation.numberinseries3
dc.relation.volume21
dc.type.versionacceptedVersion
dc.rights.copyright© 2020 Informa UK Limited, trading as Taylor & Francis Group
dc.rights.accesslevelopenAccessfi
dc.subject.ysokokoukset
dc.subject.ysodiskurssianalyysi
dc.subject.ysosairaalat
dc.subject.ysokeskijohto
dc.subject.ysoorganisaatiomuutokset
dc.subject.ysokeskustelunanalyysi
dc.subject.ysomuutosjohtaminen
dc.format.contentfulltext
jyx.subject.urihttp://www.yso.fi/onto/yso/p7500
jyx.subject.urihttp://www.yso.fi/onto/yso/p7829
jyx.subject.urihttp://www.yso.fi/onto/yso/p1090
jyx.subject.urihttp://www.yso.fi/onto/yso/p20745
jyx.subject.urihttp://www.yso.fi/onto/yso/p25099
jyx.subject.urihttp://www.yso.fi/onto/yso/p7828
jyx.subject.urihttp://www.yso.fi/onto/yso/p12913
dc.rights.urlhttp://rightsstatements.org/page/InC/1.0/?language=en
dc.relation.doi10.1080/14697017.2020.1775679
jyx.fundinginformationThis work was supported by Työsuojelurahasto [grant number 112304].
dc.type.okmA1


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