THE COORDINATION PROCESS OF NURSING CASE MANAGEMENT (MANAGED CARE).
Contributors: Virginia Commonwealth University.
Published: 1996
Number of pages: 334
Subjects: Health Sciences, Nursing.; Health Sciences, Health Care Management.
Description: The purposes of this qualitative study were to describe the coordination process of a hospital-based nursing case management model and to develop a theory of the coordination process of nursing case management. The study identified coordinating mechanisms and activities used by nurse case managers; specified those perceived as most effective; determined contextual factors that facilitated or inhibited the coordination process within nursing case management; and compared similarities and differences of the coordination processes of nursing case management among different patient care units. Two related theoretical frameworks on organization design provided theoretical guides for this study.

Using a qualitative methodology and a grounded theory approach, 96 informants (nurse case managers, administrators, bedside nursing staff, clinical nurse educators, physicians, physical and occupational therapist, social workers, and office manager) on 17 inpatient care units participated in data collection. Data collection strategies included semi-structured interviews, observations, document review, and a researcher-designed questionnaire.

From the comparative data analysis a grounded theory of the coordination process of nursing case management was constructed. The coordination process of nursing case management is a function of information exchange, boundary spanning, and task uncertainty. Task uncertainty reflects the information demands of the organization, or the difference between what is known and what is unknown in task performance. The interaction of these relationships defines the coordination process of nursing case management. Contextual factors influencing these variables were strongest at the unit level and included unit leadership, physician involvement, standardization, role attributes, and personal attributes of the case managers and patients. Organizational variables of leadership and culture also influenced these relationships.
Notes: Source: Dissertation Abstracts International, Volume: 57-08, Section: B, page: 4975.

Thesis (PH.D.)--VIRGINIA COMMONWEALTH UNIVERSITY, 1996.

School code: 2383.