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Managing Change

From Health Policy to Practice

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

Part of the Organizational Behaviour in Health Care Series book series (OBHC)

Table of contents

  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
      PDF
    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
    5. Organizational Healthcare Innovation Performed by Contextual Sense Making
      Anne Reff Pedersen
      Pages 238-253
  7. Back Matter
    Pages 254-262
    PDF

About this book

Introduction

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.

Keywords

development innovation leadership management Organisation organization organizational change organizations strategy

Editors and affiliations

  • Susanne Boch Waldorff
    • 1
  • Anne Reff Pedersen
    • 1
  • Louise Fitzgerald
    • 2
  • Ewan Ferlie
    • 3
  1. 1.Copenhagen Business SchoolDenmark
  2. 2.University of OxfordUK
  3. 3.King’s College LondonUK

Bibliographic information

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