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Organizing Health Services

Organizing Health Services

Four Volume Set
Edited by:

February 2010 | 1 584 pages | SAGE Publications Ltd

Convergence between models of public and private sector management in recent years has turned the research of public services organizations into a fertile and expanding field. This four-volume set, part of the new Organizing and Managing Public Services series, brings together a collection of keynote papers spanning research and practice across health services worldwide, bridging the gap between organization studies and literature more specific to the sociology of health and illness, social policy and health services research.

With papers selected through a qualitative, systematic process of peer review, this collection is an essential resource for libraries, and will be an invaluable aid to teachers and lecturers in structuring courses and referring their students to the key literature.

  • Organizing and Managing Public Services is a series of first-class reference collections, bringing a management and organization studies focus to a field which uses the disciplines extensively - the public sector.

  • Each multivolume set brings together not just the papers with importance to the public service in question, but on management organization studies as a whole, and is compiled by a renowned editor or editorial team with original essays outlining the state of the discipline and presenting a rationale for the selection.

  • This series is designed to be an essential reference collection for university libraries worldwide with programs in management and organization studies.
Section 1: Organizing The Sector
Inter-organizational Relations
The NHS Quasi-Market, Quasi-Hierarchy and Quasi-Market?

M. Exworthy, M. Powell and J. Mohan
Can Markets Give us the Health System We Want?

T. Rice
The Sociological Character of Health-Care Markets

D.W. Light
The Changing Governance of the NHS: Reform in a post-Keynesian health service

I. Greener and M. Powell
Quasi-Market Transformation: An institutionalist approach to change in UK hospitals

M. Kitchener
The Rise and Fall of Managed Care

D. Mechanic
Multinational corporations and health care in the United States and Latin America: Strategies, actions, and effects

R. Jasso-Aguilar, H. Waitzkin and A. Landwehr
U.S. Long-term Care: A dialectic analysis of institutional dynamics

M. Kitchener and C. Harrington
Managing Through Networks

E. Ferlie and A. Pettigrew
Working Across Professional Boundaries: Primary health care and social care

B. Hudson, B. Hardy, M. Henwood and G. Wistow
Doing Things Collaboratively: Realizing the advantage or succumbing to inertia? C K.G. Provan, G. Lamb and M. Doyle

C. Huxham and S. Vangen
Building Legitimacy and the Early Growth of Health Networks for the Uninsured

Enacting Leadership for Collaborative Advantage: Dilemmas of ideology and pragmatism in the activities of partnership managers

S. Vangen and C. Huxham
The Competent Boundary Spanner

P. Williams
a.) Regulation of Professions
The Basis for Professional's Resistance to Managerial Control

J.A. Raelin
The Changing Nature of Professional Control

E. Freidson
De-professionalisation: An alternative hypothesis for the future

M. Haug
Rationalization and Deprofessionalization of Physicians

G. Ritzer, and D. Walcak
The Changing Character of the Medical Profession: A theoretical overview

D. Light, and S. Levine
Managing Professional Work: Three models of control for health organizations

W.R. Scott
Organization Contra Professions: Professions and organizational change in the UK

S. Ackroyd
The Bureaucratization of Professional Roles: The case of clinical directors in UK hospitals

M. Kitchener
Professions: Back to the future?

L. Fitzgerald and E. Ferlie
Medical Autonomy and the UK State 1975-2025

S. Harrison and W. Ahmad.
Regulated (self-) regulation: A new paradigm for controlling professionals?

R. Kaye
From the Doctors' Workshop to the Iron Cage? Evolving modes of physician control in US health systems

M. Kitchener, C. Caronna and S. Shortell
Enterprise Discourse, Professional Identity and the Organizational Control of Hospital Clinicians

B. Doolin
b.) Performance Management
Corporate Governance for the Public Sector: Some issues and evidence from the NHS

E. Ferlie, L. Fitgerald and L. Ashburner
Exploring the Relationship between Senior Management Team Culture and Performance

H. Davies, R. Mannion, R. Jacobs, A. Powell and M. Marshall
Clinical Governance and the Drive for Quality Improvement in the New NHS in England

G. Scally and L. Donaldson
Practical Issues in the Design and Implementation of Pay-for-quality Programs

G. Young, D. Conrad and A. Fallatt
Lessons from Evaluations of Purchaser Pay-for-performance Programs

J. Christianson, S. Leatherman and K. Sutherland
Moving Upstream or Muddying the Waters? Incentives for managing for health.

L. Marks and D. J. Hunter
Creating High Reliability in Heath Care Organizations

P. Provnost, S. Berenholtz, C. Goeschel, D. Needham, J. Sexton, B. Thompson, D. L. Lubomski, J. Marsteller, M. Makary and E. Hunt
Resource-based and Strategic Group Influences on Hospital Performance

J. Short, T. Palmer and D. Ketchen
Assessing the Performance of Freestanding Hospitals

M. McCue, M. Diana and L. Henman
Competing Values in Healthcare: Balancing the (Un)balanced scorecard

A. Wicks, L. St Clair and C. Kinney
Section 2: Managing The Organization
Covert Leadership: Notes on managing professionals

H. Mintzberg
Visionary Leadership and Strategic Management

F. Westley and H. Mintzberg
Does Governance Matter? Board configuration and performance in not-for-profit hospitals

J. A. Alexander and S. Y. Lee
Leadership Development in Healthcare: A qualitative study

A.S. McAlearney

A. Garman, P. Butler and L. Brinkmeyer
Complexity Leadership and Management in Healthcare Organizations

P. Plsek and T. Wilson
Resistance Around a Management Development Development Programme: Negotiated order in a hospital trust

G. Currie
Entrepreneurial Management in the Public Sector

P. Du Gay
Leadership, Service Reform and Public Sector Networks: The case of cancer genetics pilots in the English NHS

G. Martin, G. Currie and R. Finn
The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations

J.L. Denis, L. Lamother and A. Langley
The Dynamics of Professions and Development of New Roles in Public Services Organizations: The case of modern matrons in the English NHS

G. Currie, N. Koteyko and B. Nerlich
Quasi Strategy: Strategic management in the contemporary public sector

E. Ferlie
Strategic Management in Public and Private Organizations: Implications of distinctive contexts and constraints

R.P. Smith and J. L. Perry
Strategizing in Pluralistic Contexts: Rethinking theoretical frames

J. Denis, A. Langley and L. Rouleau
Changes in Hospital Competitive Strategy: A new medical arms race?

K. Devers, L. Brewster and L. Casalino
Crafting Strategy

H. Mintzberg
Of Strategies, Deliberate and Emergent

H. Mintzberg and J. A. Waters
The Antecedents of Middle Managers' Strategic Contribution: The case of a professional bureaucracy

G. Currie and S. Procter
Mobilizing the Logic of Managerialism in Professional Fields: The case of academic health center mergers

M. Kitchener
Corporate Strategy, Organizations, and Subjectivity: A critique

D. Knights and G. Morgan
Managing Change
A Case Study of Change Management Effectiveness within the NHS

D. Bamford and S. Daniel
Understanding Change in the NHS

A. Pettigrew, L. McKee and E. Ferlie
Change in Autonomous Professional Organizations

C. Hinings, J. Brown and R. Greenwood
A Theory of Physician-hospital Integration: Contending institutional and market logics in the health care field

T.G. Rundall, S. M. Shortell and J. A. Alexander
Lords of the Dance: Professionals as institutional agents

W.R. Scott
Process Transformation: Limitations to radical organizational change within public service organizations

T. McNulty and E. Ferlie.
Top Manager and Network Effects on the Adoption of Innovative Management Practices: A study of TQM in a public hospital system

G. Young, M. Charms and S. Shortell
Customization or Conformity? An institutional and network perspective on the content and consequences of TQM adoption

J. Westphal, R. Gulati and S. Shortell
The Object of Knowledge: The role of objects in biomedical innovation

J. Swan, M. Bresnen, S. Newell and M. Robertson
Nobody in Charge: Distributed change agency in healthcare

D.A. Buchanan, R. Addicott, L. Fitzgerald, E. Ferlie and J.I. Baeza
Narratological Approach to Understanding Processes of Organizing in a UK NHS Hospital

G. Currie and A. D. Brown
Hospitals as Cultures of Entrapment: A re-analysis of Bristol Royal Infirmary

K.E. Weick and K. M. Sutcliffe
Re-inventing Excellence: Or how best sellers thwart the search for lessons to transform the public sector

R.A.W. Rhodes

Graeme Currie More About Author

Martin Kitchener