Leadership configuration in crises: Lessons from the English response to COVID-19.

Our study examines the empirical case of the political leadership response to Covid-19 in England. It shows that, rather than the ideal configuration of leadership suggested by theory, within which individualistic and collective leadership blend, a less balanced configuration emerged that can be characterised as incoherent. In England, an individual political leader behaved in an authoritarian way, which ignored evidence about how to address Covid-19.

Knowledge Mobilization and Academic Health Science Centres in Australia Comment on "Academic Health Science Centres as Vehicles for Knowledge Mobilisation in Australia? A Qualitative Study".

Extant research on knowledge mobilization points to barriers and opportunities for innovation. Edelman et al paper "Academic Health Science Centres as Vehicles for Knowledge Mobilisation in Australia? A Qualitative Study" builds nicely on the existing knowledge base by evaluating the early stages of organisational development of Academic Health Science Centers in Australia. This commentary discusses their research findings by drawing on relevant themes including knowledge mobilization initiatives that have been developed globally to bridge the research-practice gap and knowledge brokering roles for service improvement.

Global health and innovation: A panoramic view on health human resources in the COVID-19 pandemic context.

While policy-makers in many jurisdictions are paying increasing attention to health workforce issues, human resources remain at best only partially aligned with population health needs. This paper explores the governance of human resources during the pandemic, looking at the Quebec health system as a revelatory case. We identify three issues related to health human resource (HHR) policies: working conditions, recognition at work and scope of practice.

Leadership for Knowledge Translation: The Case of CLAHRCs.

Calls for successful knowledge translation (KT) in health care have multiplied over recent years. The National Institute for Health Research (NIHR) Collaboration for Leadership in Applied Health Research and Care (CLAHRC) program is a policy initiative in the United Kingdom aimed at speeding-up the translation of research into health care practice. Using multiple qualitative research methods and drawing on the ongoing processes used by individuals to interpret and contextualize information, we explore how new organizational forms for KT bridge the gap between research and practice.

Opening the black box: a study of the process of NICE guidelines implementation.

Objectives: This study informs 'evidence-based' implementation by using an innovative methodology to provide further understanding of the implementation process in the English NHS using two distinctly different NICE clinical guidelines as exemplars.

Methods: The implementation process was tracked retrospectively and prospectively using a comparative case-study and longitudinal design. 74 unstructured interviews were carried out with 48 key informants (managers and clinicians) between 2007 and 2009.