title: The Case for Information Brokering During Major Change: The Experience of the Transition Support Office of the McGill University Health Centre.
abstract: This paper describes the emergence of an "information brokerage" in the project management office of the McGill University Health Centre (MUHC) in Montreal. This process evolved during unprecedented transformation linked to a redevelopment project. Information brokering became a core function in the MUHC's context of major change. To develop an information brokering model, the paper draws upon the literature on knowledge brokering, applies Daft and Lengel's (1986) seminal framework on information processing in organizations, and builds on the MUHC experience. The paper proposes that knowledge brokering and information brokering are related, yet distinct in content, purpose and structure.
authors.affiliation: Senior strategy advisor for the Transition Support Office of the MUHC between 2012 and 2015. She is currently Chief Strategy Officer of the Centre for Innovation in Autism and Intellectual Disabilities in Montreal and a Research Fellow at the Department of Management at HEC Montréal.
authors.forename: Malvina
authors.initials: M
authors.lastname: Klag
authors.affiliation: Director of the Transition Support Office of the MUHC between 2008 and 2015. She is currently the assistant executive director, Continuous Improvement, Access and Infrastructures, for the Montreal West Island Integrated University Health and Social Services Center (MWI IUHSSC). She is also an assistant professor in the Ingram School of Nursing of McGill University.
authors.forename: Marie-Claire
authors.initials: MC
authors.lastname: Richer
mesh_terms: D063025:Health Information Management / Q000458:organization & administration*; D006784:Hospitals, Teaching / Q000458:organization & administration*; D006801:Humans; D058436:Knowledge Management; D011792:Quebec