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The Diffusion of Medical Innovations

An Applied Network Analysis

  • Book
  • © 1988

Overview

Authors:
  1. Mary L. Fennell

    1. The Pennsylvania State University, University Park, USA

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    You can also search for this author in PubMed   Google Scholar

  2. Richard B. Warnecke

    1. University of Illinois at Chicago, Chicago, USA

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    You can also search for this author in PubMed   Google Scholar

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Table of contents (8 chapters)

  1. Front Matter

    Pages i-xiii
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  2. Medical Innovations and Interorganizational Diffusion

    • Mary L. Fennell, Richard B. Warnecke
    Pages 1-25

  3. Data and Methods

    • Mary L. Fennell, Richard B. Warnecke
    Pages 27-61

  4. Network Environment and Response to Uncertainty

    • Mary L. Fennell, Richard B. Warnecke
    Pages 63-78

  5. Considering the Environment

    • Mary L. Fennell, Richard B. Warnecke
    Pages 79-113

  6. Network Form, Network Structure, and Boundary Management

    • Mary L. Fennell, Richard B. Warnecke
    Pages 115-156

  7. Variation across Hospitals in Network Program Participation

    • Penny L. Havlicek
    Pages 157-169

  8. Definition and Diffusion of the Innovation

    • Mary L. Fennell, Richard B. Warnecke
    Pages 171-192

  9. Network Outcomes

    • Mary L. Fennell, Richard B. Warnecke
    Pages 193-231

  10. Back Matter

    Pages 233-285
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Keywords

About this book

This book has several objectives. Most basically it presents an approach to assessing interorganizational innovation diffusion. To do this we have tried to link contempo­ rary organizational theory with more person-centered diffusion theory. We have also combined contingency theory with the resource dependence perspective to explain why organizations might choose to initially consider an innovation, re­ define it to suit their particular environmental context, and then implement it. Another objective has been to examine how environmental constraints can limit the ways in which diffusion channels form, and can determine when diffusion can be truly organizational and when it will depend upon individuals. In doing so, we have tried to indicate how organizational structures emerge to manage re­ sources in ways that are consistent with those environmental constraints. We have borrowed the notion of boundary management from resource dependence, and we have used it to examine how organizations use various boundary management strategies to preserve their autonomy in exchange relationships with other organi­ zations. We have done this both at the network level and at the level of individual organizations.

Authors and Affiliations

  • The Pennsylvania State University, University Park, USA

    Mary L. Fennell

  • University of Illinois at Chicago, Chicago, USA

    Richard B. Warnecke

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