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dc.rights.licenseopenen_US
hal.structure.identifierInstitut de Recherche en Gestion des Organisations [IRGO]
dc.contributor.authorCUSIN, Julien
ORCID: 0000-0002-1154-0569
IDREF: 112363040
hal.structure.identifierInstitut de Recherche en Gestion des Organisations [IRGO]
dc.contributor.authorGOUJON BELGHIT, Anne
ORCID: 0000-0003-1904-5607
IDREF: 12850658X
dc.date.accessioned2022-10-20T10:03:00Z
dc.date.available2022-10-20T10:03:00Z
dc.date.issued2022-03-15
dc.identifier.issn1286-4692en_US
dc.identifier.urioai:crossref.org:10.37725/mgmt.v25.4558
dc.identifier.urihttps://oskar-bordeaux.fr/handle/20.500.12278/170088
dc.description.abstractEnHospitals are looking to strengthen their safety culture by learning internally from medical errors that occur to prevent them from happening again. This implies creating an atmosphere of psychological safety that encourages errors to be reported. Only open communication from teams can help to improve practices. Also, many establishments have implemented no-punishment charters, creating a policy of tolerance of errors. However, a medical error can become a legal issue. The fact that a court of law can use anything hospital staff have said or written after an adverse event has occurred encourages defensive communication to protect oneself from outside stakeholders. To date, the literature on medical errors has not studied how hospitals overcome this contradiction. In this qualitative research, we use paradox theory in the case of a single university hospital to understand how a hospital confronted with medical errors can effectively manage the internal learning–external protection paradox. A deeper study of this specific context also allows us to supplement the literature on organizational paradoxes. We demonstrate how the interactions between different levels of analysis contribute to operationalizing paradox management in a dynamic and characteristic way, on the one hand, and what makes it effective, on the other hand.
dc.language.isoENen_US
dc.rightsAttribution-NonCommercial 3.0 United States*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/3.0/us/*
dc.sourcecrossref
dc.title.enManaging Medical Errors in a University Hospital: How to Handle the Internal Learning–External Protection Paradox?
dc.typeArticle de revueen_US
dc.identifier.doi10.37725/mgmt.v25.4558en_US
dc.subject.halSciences de l'Homme et Société/Gestion et management
bordeaux.journalM@n@gementen_US
bordeaux.volume25en_US
bordeaux.hal.laboratoriesIRGO (Institut de Recherche en Gestion des Organisations) - EA 4190en_US
bordeaux.issue1en_US
bordeaux.institutionUniversité de Bordeauxen_US
bordeaux.peerReviewedouien_US
bordeaux.inpressnonen_US
bordeaux.import.sourcedissemin
hal.identifierhal-03966068
hal.version1
hal.date.transferred2023-01-31T15:24:07Z
hal.exporttrue
workflow.import.sourcedissemin
dc.rights.ccPas de Licence CCen_US
bordeaux.COinSctx_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.jtitle=M@n@gement&rft.date=2022-03-15&rft.volume=25&rft.issue=1&rft.eissn=1286-4692&rft.issn=1286-4692&rft.au=CUSIN,%20Julien&GOUJON%20BELGHIT,%20Anne&rft.genre=article


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