Definition of concepts
| Concept | Definition |
|---|---|
| Integration | The coordination and alignment of tasks, thus achieving “unity of effort among the various subsystems in the accomplishment of the organization's task” (Lawrence and Lorsch, 1967a, b, p. 4) |
| Differentiation | The “state of segmentation of the organizational system into subsystems” (Lawrence and Lorsch, 1967, pp. 3–4) |
| Social network analysis | |
| Node | An agent |
| Tie | A communication link between two agents via email, text message, telephone or face-to-face |
| Clique | A set of agents who are all connected to one another |
| Density | The number of ties a set of agents has in relation to the number of possible ties they can have |
| Clique overlap | The percentage of agents who are members of more than one clique for a specific task |
| Degree | The number of ties of one agent |
| Betweenness centrality | The number of times a node (agent) lies on the shortest path between other nodes (agents) |
| Rules and coordination mechanisms | |
| Rule | A defined, accepted or agreed way of performing tasks, which includes what is done, how it is done and what is allowed and what is not allowed |
| Mutual adjustment | An agent interacts with other agents about a rule, i.e. what it entails or how to apply it in a specific situation or the application of the rule requires interaction |
| Direct supervision | A rule is set and monitored by people with formal authority |
| Standardization of work processes | Rules result from specified or programmed working processes |
| Standardization of output | Rules include specified output in terms of predetermined standards for services or performance |
| Standardization of skills | Rules include specified skills and knowledge |
| Standardization of norms | Rules result from a common culture or ideology and specify norms for behaviour |
| Performance indicators | |
| Patient inflow | The number of surgery orders within a specified period |
| Number of surgeries | The number of surgical cases performed |
| Number of elective/non-elective surgeries | The number of planned/(semi-)urgent surgeries |
| Surgery time | The time between starting a surgery, i.e. when patient positioning and/or skin preparation starts, to when the surgery is completed |
| Planned versus realized surgery time | The difference between realized and planned surgery time |
| Overutilization operating room (OR) | The total number of operating room days that finished after 4 pm divided by the total number of regular operating room days on which elective surgeries took place |
| Number of late operating rooms | The number of operating rooms that finish after 4 pm. |
| Cancellations | The number of cancelled surgeries |
| Waiting list length | Average number of weeks necessary for operating on all patients on the waiting list, given the number of OR sessions allocated to a medical discipline |
| OR session utilization | The total amount of time surgical patients are present in the OR, divided by the amount of allocated OR session time. An OR session is a time slot that is allocated to a specific medical discipline on a specific weekday and OR. |
| OR utilization | The total amount of time surgical patients are present in the OR during regular working hours between 8 am and 4 pm, divided by the total amount of OR time during these working hours (8 h) |
| Bed utilization | The average number of beds used for a patient in a nursing department divided by the number of available beds |
| Number of beds | The number of beds in the nursing departments |
| Variability OR utilization | The degree to which OR utilization deviates from the average OR utilization |
| Variability OR session utilization | The degree to which OR session utilization deviates from the average OR session utilization |
| Variability bed utilization | The degree to which bed utilization deviates from the average bed utilization |
| Variability waiting list length | The degree to which waiting list length deviates from the average waiting list length |
| Concept | Definition |
|---|---|
| Integration | The coordination and alignment of tasks, thus achieving “unity of effort among the various subsystems in the accomplishment of the organization's task” ( |
| Differentiation | The “state of segmentation of the organizational system into subsystems” ( |
| Node | An agent |
| Tie | A communication link between two agents via email, text message, telephone or face-to-face |
| Clique | A set of agents who are all connected to one another |
| Density | The number of ties a set of agents has in relation to the number of possible ties they can have |
| Clique overlap | The percentage of agents who are members of more than one clique for a specific task |
| Degree | The number of ties of one agent |
| Betweenness centrality | The number of times a node (agent) lies on the shortest path between other nodes (agents) |
| Rule | A defined, accepted or agreed way of performing tasks, which includes what is done, how it is done and what is allowed and what is not allowed |
| Mutual adjustment | An agent interacts with other agents about a rule, i.e. what it entails or how to apply it in a specific situation or the application of the rule requires interaction |
| Direct supervision | A rule is set and monitored by people with formal authority |
| Standardization of work processes | Rules result from specified or programmed working processes |
| Standardization of output | Rules include specified output in terms of predetermined standards for services or performance |
| Standardization of skills | Rules include specified skills and knowledge |
| Standardization of norms | Rules result from a common culture or ideology and specify norms for behaviour |
| Patient inflow | The number of surgery orders within a specified period |
| Number of surgeries | The number of surgical cases performed |
| Number of elective/non-elective surgeries | The number of planned/(semi-)urgent surgeries |
| Surgery time | The time between starting a surgery, i.e. when patient positioning and/or skin preparation starts, to when the surgery is completed |
| Planned versus realized surgery time | The difference between realized and planned surgery time |
| Overutilization operating room (OR) | The total number of operating room days that finished after 4 pm divided by the total number of regular operating room days on which elective surgeries took place |
| Number of late operating rooms | The number of operating rooms that finish after 4 pm. |
| Cancellations | The number of cancelled surgeries |
| Waiting list length | Average number of weeks necessary for operating on all patients on the waiting list, given the number of OR sessions allocated to a medical discipline |
| OR session utilization | The total amount of time surgical patients are present in the OR, divided by the amount of allocated OR session time. An OR session is a time slot that is allocated to a specific medical discipline on a specific weekday and OR. |
| OR utilization | The total amount of time surgical patients are present in the OR during regular working hours between 8 am and 4 pm, divided by the total amount of OR time during these working hours (8 h) |
| Bed utilization | The average number of beds used for a patient in a nursing department divided by the number of available beds |
| Number of beds | The number of beds in the nursing departments |
| Variability OR utilization | The degree to which OR utilization deviates from the average OR utilization |
| Variability OR session utilization | The degree to which OR session utilization deviates from the average OR session utilization |
| Variability bed utilization | The degree to which bed utilization deviates from the average bed utilization |
| Variability waiting list length | The degree to which waiting list length deviates from the average waiting list length |