VOLUME 1
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 |
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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 |
VOLUME 2
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 |
VOLUME 3
Section 2: Managing The Organization
Leadership
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 |
Leadership |
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 |
Strategy
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 |
VOLUME 4
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 |