Jean-Louis Denis

TL;DR: In this paper, the authors draw on five case studies in health care organizations to develop a process theory of strategic change in pluralistic settings characterized by diffuse power and divergent objectives.

TL;DR: A systematic review of studies of decision-making by health care managers and policy-makers and the websites of research funders, producers/purveyors of research, and journals that include them among their target audiences found that contextual factors were rarely highlighted, recommendations were often provided and graded entry formats were rarely used.

TL;DR: This article explored the usefulness of three alternate and complementary theoretical frames for understanding and influencing strategy practice in pluralistic contexts: Actor-Network Theory, Conventionalist Theory and the social practice perspective.

TL;DR: Patient engagement can inform patient and provider education and policies, as well as enhance service delivery and governance.

TL;DR: The literature on forms of leadership that imply plurality, i.e., the combined influence of multiple leaders in specific organizational situations, has been surveyed by as mentioned in this paper, who identify four streams of research on plural leadership, each focusing on somewhat different phenomena and adopting different epistemological and methodological assumptions.