When do Workarounds Help or Hurt Patient Outcomes? The Moderating Role of Operational Failures

Keywords

workarounds, operational failures, patient outcomes

Abstract

Hospital providers often use workarounds to circumvent processes so that patients can receive care. Workarounds in response to operational failures enable care to continue and therefore may be indicative of workers' commitment. On the other hand, workarounds in the absence of operational failures may signal an ineffective approach associated with lower quality of care and worse patient outcomes. Working closely with healthcare providers, we developed a survey to measure workaround behaviors and operational failures on medical/surgical units. The lead author surveyed over 4,000 nurses from 63 hospitals throughout the United States. We matched this data with audit data on the incidence of pressure injuries among over 21,000 patients on 262 nursing units in 56 survey hospitals. Hospital-acquired pressure injuries are a significant risk to patient health and hospital costs. We do not find support for our hypothesis that workarounds are associated with a higher rate of hospital-acquired pressure injuries. However, when we take into account the moderating role of operational failures on the relationship between workarounds and pressure injuries, we find significant results. When nursing units have lower levels of operational failures, workarounds are associated with higher rates of hospital-acquired pressure injuries. Our results provide evidence that workarounds may be associated with negative patient outcomes, if they stem from a process-avoiding approach. The best results can be achieved by reducing both operational failures and workarounds via instilling a process-focused approach.

Original Publication Citation

"When do Workarounds Help or Hurt Patient Outcomes? The Moderating Role of Operational", Journal of Operations Management, Edition 1-2, Volume 66, Wiley, 2019.

Document Type

Peer-Reviewed Article

Publication Date

2019

Publisher

Journal of Operations Management

Language

English

College

Marriott School of Business

Department

Marketing

University Standing at Time of Publication

Associate Professor

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