The Organizational Context of Nursing Practice

Peter Van Bogaert is a registered nurse and has a bachelor degree in nursing sciences (St Vincentius, School of Nursing, Antwerp, 1983), master degree in sciences (University Ghent, 1989) and doctoral degree in medical sciences (University of Antwerp, 2009). He has more than 30 year experience in acute health care (Antwerp University Hospital) as a nurse (1983-1990), a nurse manager (1990-200), a director of nursing (2000-2012) and a researcher (since 2012), respectively. He is chair of the Department of Midwifery and Nursing Sciences since October 1, 2010. As chairman of the research group Centre for Research and Innovation in Care (CRIC), he is responsible for the development and evaluation of regional, national and international scientific collaboration. He supervised various courses in the master programme Nursing and Midwifery Sciences (management and innovation 20 ECTS, trans-mural care delivery 5 ECTS, quality of care and patient safety 5 ECTS). In addition, he is a member of the Belgian Board of Quality of Nursing Care (chair of the committee Nursing Quality Indicator Development), member of the Nursing Quality Indicators for Reporting and Evaluation (NQuire) International Advisory Committee Registered Nurses' Associations Ontario Canada.Peter Van Bogaert research topics are nurse practice environments and psychosocial environments of healthcare workers, implementation of improvement initiatives and quality and patient safety (e.g. primary care, residential aged care, acute hospital care and psychiatric inpatient care) and nurse managers' role in acute healthcare settings. He published 54 periodical articles (28 Web of Science A1 peer review articles) and is supervisor of 6 doctoral projects (one completed). Sean Clarke RN, PhD, FAAN is currently Professor and Associate Dean for Undergraduate Programs at the William F. Connell School of Nursing, Boston College, Chestnut Hill, MA. Prior to this he held endowed research chairs at the University of Toronto and McGill University (where he also led an initiative to strengthen ties between the Ingram School of Nursing and the McGill's teaching hospital network) and comanaged multidisciplinary health services research groups at the Universities of Toronto and Pennsylvania. In a career of almost two decades as a nursing management and health services researcher specializing in quality and safety issues in hospitals, nursing workforce issues, comparative health systems, and professional issues in nursing, he has authored or co-authored over 140 journal articles and over two dozen book chapters. He also taught undergraduate and graduate courses in nursing and related disciplines in Canada, the United States, Europe, and Asia, and collaborated on research projects and contributed to the training of research fellows around the world and currently holds honorary appointments at the Université de Montréal and the University of Hong Kong.

Foreword. Part I: Concepts and Evidence. 1. Introduction. 2. Concepts: Organization of Nursing Work and the Psychosocial Experience of Nurses. 3. Organizational Predictors and Determinants of Nurses' Reported Outcomes: Evidence from a 10-Year Program of Research. Part II: Large-Scale Quality Improvement Projects and Team-Based Interventions. 4. Transformation to an Excellent Nursing Organization: A Chief Nursing Officer's Vision and Experience. 5. Productive Ward: Releasing Time to Care(TM) (A Ward-Based QI Intervention). 6. Embedding Compassionate Care: A Leadership Programme in the National Health Service in Scotland. 7. Learning and Innovation in Health-Care-Based Teams: The Relationships Between Learning, Innovative Behavior at Work, and Implementation of Innovative Practices in Hospitals. 8. Project Management and PDSA-Based Projects. 9. Reporting and Learning Systems for Patient Safety. 10. Team Resource Management and Quality of Care. 11. Standardizing CareProcesses Using Evidence-Based Strategies: Implementation of a Rapid Response System in Belgian Hospitals. 12. Interprofessional Collaboration and Communication. 13. Stress Resistance Strategies. Part III: Perspectives. 14. Future Steps in Practice and Research. 15. General Conclusion