Change Management in Health Care Organization : systematized literature review on factors supporting change in health care organization context.

The purpose of this study was to explore resources that will benefit the management of health care organization during organizational change or merger. The study was conducted to provide health care organization specific answers to managing and supporting change. Data driven systematic literature review was conducted on evidence-based literature from electronic databases to provide research findings. Research objectives and – questions assisted in narrowing down the data. Pre-designed methods, such as title level screening, abstract screening, and full text screening, were also utilized in deducting the data. Qualitative research content analyses method was used to analyse data. Continuous analyses were performed throughout the process to gain deeper understanding on the study phenomena. Data-oriented content analyses was used in modifying sentences and clustering content first into smaller simplified categories and then into larger contexts. Coding assisted in describing, labelling, and categorizing. Sub-categories were connected to main categories by their overall meaning to highlight results. Analyses was guided by the aim of the study and the research questions. Results stemmed from the data. The results underlined that heath care organizations need to provide fundamental resources such as adequate amount of time, training, and personnel for change to occur. Subsequent adjustments to processes are needed for change to be sustainable. The findings suggest that health care organizations have a specific culture of function which can also be seen as a valuable intra-organizational resource. The professionals who work in health care organization create a network of trust and function, that can be mobilized to plan and sustain change. Network of trust creates a multi-professional view throughout the organization, convey knowledge of intra-organizational culture and detailed processes in the organization. Management leadership during organizational change is highlighted, executive management efforts are portraited on the health care organization. Management has a key role in promoting good intra-organizational relations through employee involvement, creating two-way dialogue, enhancing collaboration and communication which all contribute towards sustainable change in health organization context. Information decreases feeling of uncertainty, increases learning, and assists in making informative choices. Findings suggest that intra-organizational collaboration and dialogue enhances intrinsic motivation and increases change compliance in health care organizations. Results suggest that health care organizations have valuable intra-organizational resources which promote successful and sustainable change. Intra-organizational collaboration and dialogue should be promoted and maintained by management. Employee inclusion and involvement create intrinsic motivation which assist in complying with organizational change. More detailed nation and culture specific research are suggested for the future