Managing Change

1. Front Matter

   Pages i-xix

   PDF

2. Introduction

   1. Introduction

      • Susanne Boch Waldorff, Anne Reff Pedersen, Louise Fitzgerald, Ewan Ferlie

      Pages 1-6

3. Designing Change Processes

   1. Front Matter

      Pages 7-7

      PDF

   2. The Ideas and Implementation of Public Health Policies: The Norwegian Case

      • Charlotte Kiland, Gro Kvåle, Dag Olaf Torjesen

      Pages 9-25

   3. The Path from Policy to Practice: Resilience of Everyday Work in Acute Settings

      • Robyn Clay-Williams, Julie K. Johnson, Deborah Debono, Jeffrey Braithwaite

      Pages 26-38

   4. Dealing with the Challenges of Healthcare Reform: American Hospital Systems Strive to Improve Access and Value through Retail Clinics

      • Amer Kaissi

      Pages 39-54

   5. Institutional Logics and Micro-processes in Organizations: A Multi-actor Perspective on Sickness Absence Management in Three Dutch Hospitals

      • Nicolette van Gestel, Daniel Nyberg, Emmie Vossen

      Pages 55-70

4. The Role of Professions in Change Processes

   1. Front Matter

      Pages 71-71

      PDF

   2. The Persistence of Professional Boundaries in Healthcare: A Re-examination Using a Theory of Foundational Values

      • Kathleen Montgomery, Wendy Lipworth, Louise Fitzgerald

      Pages 73-87

   3. Medical Doctors and Health System Improvement: Synthesis Results and Propositions for Further Research

      • Jean-Louis Denis, G. Ross Baker

      Pages 88-103

   4. The Role of the Quality Coordinator: Articulation Work in Quality Development

      • Marie Henriette Madsen

      Pages 104-120

   5. The Role of Outside Consultants in Shaping Hospital Organizational Change

      • Amit Nigam, Esther Sackett, Brian Golden

      Pages 121-135

5. Leadership and Organizational Change

   1. Front Matter

      Pages 137-137

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   2. NHS Managers: From Administrators to Entrepreneurs?

      • Mark Exworthy, Fraser Macfarlane, Micky Willmott

      Pages 139-154

   3. Opportunity Does Matter: Supporting Doctors-in-Management in Hospitals

      • Marco Sartirana

      Pages 155-169

   4. A New Approach to Hybrid Leadership Development

      • Charlotte Croft

      Pages 170-185

6. Change Programmes: Content and Performance

   1. Front Matter

      Pages 187-187

      PDF

   2. Scotland ‘Bold and Brave’? Conditions for Creating a Coherent National Healthcare Quality Strategy

      • Aoife M. McDermott, David R. Steel, Lorna McKee, Lauren Hamel, Patrick C. Flood

      Pages 189-205

   3. The Social Spaces of Accountability in Hybridized Healthcare Organizations

      • Aris Komporozos-Athanasiou, Mark Thompson

      Pages 206-221

   4. Culture Shock and the NHS Diaspora: Coping with Cultural Difference in Public-Private Partnerships

      • Justin Waring, Amanda Crompton

      Pages 222-237

Managing Change is about implementing health care reforms, policies and programs into everyday practices. The book explores organizational change in health care as influenced by contemporary policy and management concepts, and presents and applies theoretical perspectives.

• development
• innovation
• leadership
• management
• Organisation
• organization
• organizational change
• organizations
• strategy

• Copenhagen Business School, Denmark

  Susanne Boch Waldorff, Anne Reff Pedersen

• University of Oxford, UK

  Louise Fitzgerald

• King’s College London, UK

  Ewan Ferlie

Susanne Boch Waldorff is Associate Professor in the Department of Organization at Copenhagen Business School, Denmark, where she is also the director for Center for Health Management. She has published research on the organizational perspectives of the public sector, including the translation of policy into organizational practices, the complexity of governance approaches, reforms and professions, and collaborative innovation.

Anne Reff Pedersen is Associate Professor in the Department of Organization at Copenhagen Business School, Denmark. Her research field is organizational studies with a particular interest on organization theory, ethnography, narratives, time and the public policy field of Health Care. She has published articles in Organization, American Review of Public Administration, Management and Management Learning and she has published several books about organizational change, public mangers and management through the patient.

Louise Fitzgerald is Visiting Professor at Said Business School, University of Oxford and Emeritus Professor at De Montfort University, UK. Her research has focused on the implementation of organizational change in complex and public organizations, innovation diffusion and the nature of professional work and she has published in journals such as Human Relations, Academy of Management Journal, Leadership Quarterly and Social Science and Medicine.

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