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Causal study of low stakeholder engagement in healthcare simulation projects

Author

Listed:
  • Mohsen Jahangirian

    (Brunel University, Uxbridge, UK)

  • Simon J E Taylor

    (Brunel University, Uxbridge, UK)

  • Julie Eatock

    (Brunel University, Uxbridge, UK)

  • Lampros K Stergioulas

    (Brunel University, Uxbridge, UK)

  • Peter M Taylor

    (Brunel University, Uxbridge, UK)

Abstract

Stakeholder engagement plays a fundamental role in the success of ‘operational research’ initiatives including simulation projects. However, there is little empirical evidence of real engagement in the context of healthcare simulation. This paper principally examines this issue and aims to provide insights into the possible causes. The paper reports on the results of a literature review and 10 field studies within the UK healthcare settings, supplemented with the authors’ experience in order to arrive at an initial list of the causes, which will then be tested through a survey of expert opinions. Twelve primary and 26 secondary causal factors, which received statistically significant level of agreement from the experts, are presented in a fish-bone diagram. The findings indicate that communication gap between simulation and stakeholder groups is the top primary factor contributing the most to the poor stakeholder engagement in healthcare simulation projects, followed by ‘poor management support’, ‘clinician’s high workload’ and ‘failure in producing tangible and quick results’.

Suggested Citation

  • Mohsen Jahangirian & Simon J E Taylor & Julie Eatock & Lampros K Stergioulas & Peter M Taylor, 2015. "Causal study of low stakeholder engagement in healthcare simulation projects," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 66(3), pages 369-379, March.
    • Handle: RePEc:pal:jorsoc:v:66:y:2015:i:3:p:369-379
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    Citations

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    Cited by:

    1. Harper, Alison & Mustafee, Navonil & Yearworth, Mike, 2021. "Facets of trust in simulation studies," European Journal of Operational Research, Elsevier, vol. 289(1), pages 197-213.
    2. Baril, Chantal & Gascon, Viviane & Miller, Jonathan & Côté, Nadine, 2016. "Use of a discrete-event simulation in a Kaizen event: A case study in healthcare," European Journal of Operational Research, Elsevier, vol. 249(1), pages 327-339.
    3. Proudlove, N.C. & Bisogno, S. & Onggo, B.S.S. & Calabrese, A. & Levialdi Ghiron, N., 2017. "Towards fully-facilitated discrete event simulation modelling: Addressing the model coding stage," European Journal of Operational Research, Elsevier, vol. 263(2), pages 583-595.
    4. Hongli Lin & Yuming Zhu & Jiahe Zhou & Bingxu Mu & Caihong Liu, 2022. "Stakeholder Engagement Behavior(s) in Sustainable Brownfield Regeneration: A Network Embeddedness Perspective," IJERPH, MDPI, vol. 19(10), pages 1-21, May.
    5. Carter, Michael W. & Busby, Carolyn R., 2023. "How can operational research make a real difference in healthcare? Challenges of implementation," European Journal of Operational Research, Elsevier, vol. 306(3), pages 1059-1068.
    6. Guillaume Lamé & Oualid Jouini & Julie Stal-Le Cardinal, 2020. "Combining Soft Systems Methodology, Ethnographic Observation and Discrete-Event Simulation: A Case Study in Cancer Care," Post-Print hal-02095031, HAL.
    7. J H Powell & N Mustafee, 2017. "Widening requirements capture with soft methods: an investigation of hybrid M&S studies in health care," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 68(10), pages 1211-1222, October.

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