The Rational Planning Approach in Public Art Production: Evaluating the Quality of Urban Sculpture Plans in Shanghai

This paper proposes a theoretical framework for public art plan quality evaluation and critically examines its limitations. The argument is twofold. First, the proposed framework embodies a rational planning approach to public art planning, which caters to both traditional and utilitarian types of public art, and advocates creating an environment conducive to social practice art. This framework largely applies to countries with strong rational planning systems like China. Second, while China’s urban sculpture planning system possesses strengths in terms of policies, it is weak when it comes to addressing public participation, implementation, and interorganizational coordination. That said, the plans as realized are highly influenced by individual planners and some of them excel in these areas of broader systemic weakness.

Interorganizational Coordination and Collaboration During the 2015 MERS-CoV Response in South Korea

ABSTRACT Objectives: This study examined the way organizations were involved in the response to the Middle East Respiratory Syndrome Coronavirus (MERS-CoV, MERS) outbreak that occurred in Korea in 2015. Data and Methods: We collected organizational network data through a content analysis of online news articles and the government’s white paper. Social network analysis was used to analyze the key organizations and their connections in crucial response tasks. Results: Three national health authorities (Central MERS Management Headquarters [CMMH], Korea Centers for Disease Control [KCDC], Ministry of Health and Welfare [MOHW]) led the response. CMMH, which did not appear in the government’s response plans, played a significant role in all 3 networks. KCDC also was involved in all 3 networks, but was most prominent in the laboratory testing network. MOHW appeared only in the patient management network. Each health authority coordinated and collaborated with distinctive types of organizations in the networks, but unclear lines of responsibilities also were found. Conclusions: The study demonstrated that the roles and responsibilities of health authorities at the national level were fragmented and lacked clarity. Public health emergency preparedness must consider carefully the way to establish collaborative response systems.

Improving Interorganizational Coordination Between Primary Care and Oncology: Adapting a Chronic Care Management Model for Patients With Cancer

The objective of this study was to explore the implementation of a payment and delivery system innovation to improve coordination and communication between primary care and oncology. We employed a qualitative case study approach, conducting interviews ( n = 18), and reviewing archival materials. Chronic care coordinators and the cancer center social worker acted as boundary spanners. The chronic care coordinator role built on medical home infrastructure, applying the chronic care model to cancer care. Coordination from primary care to oncology became more routinized, with information sharing prompted by specific events. These new boundary spanner roles enabled greater coordination around uncertain and interdependent tasks. Recommendations for scaling up include the following: establish systematic approaches to learning from implementation, leverage existing capacity for scalability, and attend to the content and purpose of information sharing.

Hospitals Strengthened Relationships With Close Partners After Joining Accountable Care Organizations

The strategies that hospitals participating in Medicare Accountable Care Organizations (ACOs) use to achieve quality and cost containment goals are poorly understood. One possibility is that participating hospitals could try to influence where their patients receive care. To test this hypothesis, we examined whether a hospital’s participation in a Medicare ACO was associated with changes in its patterns of patient sharing with other hospitals. Between 2010 and 2014, patient sharing across hospitals increased 23.3%. After controlling for hospital and regional factors, patient sharing increased 4.4% more at ACO hospitals than non-ACO hospitals ( p = .001 for difference). This increase occurred disproportionately among hospitals with which ACO hospitals already shared a high proportion of their patients prior to participation, and among hospitals in ACOs characterized as physician–hospital collaborations. The increased sharing of patients among closely affiliated hospitals may serve to achieve ACO quality and cost containment goals through increased interorganizational coordination.

Nursing Supervision: Studying the “Case” of the phenomenon of interorganizational articulation Nursing School and Hospital

The history of this research found a suitable ethos not only by the route of the researcher, but also by the current public policies of modernization and reform that are capable of regulating and transforming the educational and health systems, as well as their professional groups. The reflection meantime developed had raised a clear perception of the organizational change processes by which they interfered with the interorganizational coordination between School of Nursing and Hospital, where internship supervision would be the main protagonist, supported by the meanings that intervening actors have assigned to them. In this context, the search for explicit epistemological and methodological choices leads to look more attentively at the problem, ascertaining it, taking into account the organizational dimensions. In this regard, the choice of a case study was related to the fact that the method allowed to answer the purpose of knowing and understanding the interorganizational coordination phenomenon between School of Nursing and Hospital, namely through the supervision of internships.

COORDINATING THROUGH THE DEVELOPMENT OF A SHARED OBJECT: AN APPROACH TO STUDY INTERORGANIZATIONAL INNOVATION

To advance theory on interorganizational product innovation, we propose an analytical model based on activity theory. Our model directs attention to the emergent micro-processes of interorganizational coordination. The main premise of our model is that contradictions between an organization's different activity systems create disturbances, which require practitioners to (partly) align work practices and (partly) integrate their different perceptions of the design object. These integration efforts may lead to work practice innovation and an expanded view of the object of product innovation. The contribution of our model lies in its practice perspective and its focus on the development of the object of innovation.