Ewan Ferlie

Q: What Schools Are Affiliated With Ewan Ferlie

Ewan Ferlie is affiliated with the following schools: University of Manchester, King's College London, Royal Holloway, University of London, University of Kent, University of Warwick, London School of Economics, Imperial College London

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Ewan Ferlie

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#603

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#665

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Management

#219

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#236

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Ewan Ferlie's Degrees

PhD Management University of Manchester
Masters Management University of Manchester
Bachelors Management University of Manchester

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Why Is Ewan Ferlie Influential?

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According to Wikipedia, Ewan Balfour Ferlie FBA is a British social scientist, whose work has made an important contribution to the academic literature on public sector management. He has published widely and internationally on narratives of public management reform and also on questions of organizational change in public services organizations, especially in health care and higher education. His well-cited works include co-authored monographs, Oxford University Press handbooks and peer reviewed articles. He is currently professor of public services management at King's College London.

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Ewan Ferlie's Published Works

Number of citations in a given year to any of this author's works

Total number of citations to an author for the works they published in a given year. This highlights publication of the most important work(s) by the author

Published Works

The New Public Management in Action (1996) (1887)
Improving the quality of health care in the United Kingdom and the United States: a framework for change. (2001) (1232)
The Nonspread of Innovations: the Mediating Role of Professionals (2005) (1004)
The Oxford Handbook of Public Management (2007) (798)
The steering of higher education systems: a public management perspective (2008) (594)
Towards systematic reviews that inform health care management and policy-making (2005) (583)
New public management : current trends and future prospects (2001) (523)
Shaping Strategic Change (1992) (512)
Interlocking Interactions, the Diffusion of Innovations in Health Care (2002) (386)
Process Transformation: Limitations to Radical Organizational Change within Public Service Organizations (2004) (359)
No magic targets! Changing clinical practice to become more evidence based. (2002) (276)
An open letter to The BMJ editors on qualitative research. (2016) (276)
Hybrid manager-professionals' identity work : the maintenance and hybridization of medical professionalism in managerial contexts (2015) (272)
PUBLIC POLICY NETWORKS AND ‘WICKED PROBLEMS’: A NASCENT SOLUTION? (2011) (262)
Changing Public Service Organizations: Current Perspectives and Future Prospects (2003) (261)
A study of the relationship between job satisfaction, organizational commitment and turnover intention among hospital employees (2008) (250)
Managing Through Networks: Some Issues and Implications for the NHS (1996) (223)
A study of relationship between job stress, quality of working life and turnover intention among hospital employees (2011) (223)
UNDERSTANDING HYBRIDITY IN PUBLIC ORGANIZATIONS (2015) (213)
Nobody in charge: Distributed change agency in healthcare (2007) (179)
Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks (2006) (177)
Shaping Strategic Change: The Case of the NHS in the 1980s (1992) (159)
Distributed leadership patterns and service improvement : Evidence and argument from English healthcare (2013) (154)
Professionals: Back to the Future? (2000) (147)
Evidence-Based Medicine and the Implementation Gap (2003) (142)
Knowledge mobilisation in healthcare: a critical review of health sector and generic management literature. (2012) (142)
Getting Evidence into Clinical Practice: An Organisational Behaviour Perspective (2000) (141)
Applying Strategic Management Theories in Public Sector Organizations: Developing a typology (2016) (140)
Achieving clinical behaviour change: a case of becoming indeterminate. (1998) (140)
Playing tick-box games: Interrelating defences in professional appraisal (2007) (129)
Reengineering Health Care: The Complexities of Organizational Transformation (2002) (126)
The determinants of research group performance: Towards Mode 2? (2002) (122)
Knowledge in Action (2005) (120)
Understanding Change in the NHS (1988) (111)
Strategic Management in Public Services Organizations: Concepts, Schools and Contemporary Issues (2015) (108)
The Distortion of a Managerial Technique? The Case of Clinical Networks in UK Health Care (2007) (105)
Innovation in healthcare: how does credible evidence influence professionals? (2003) (105)
Organizational Transformation and Top‐Down Change: The Case of the NHS (1996) (102)
Shaping Strategic Change: Making Change in Large Organisations, the Case of the NHS (1992) (98)
Knowledge Translation in Health Care (2013) (97)
A new mode of organizing in health care? Governmentality and managed networks in cancer services in England. (2012) (93)
Understanding Change and Innovation in Healthcare Settings: Reconceptualizing the Active Role of Context (2008) (92)
Some limits to evidence-based medicine: a case study from elective orthopaedics. (1999) (92)
The creation and evolution of quasi markets in the public sector: A problem for strategic management (1992) (83)
No magic targets! Changing clinical practice to become more evidence based. (2010) (82)
Developing a Public Interest School of Management (2010) (74)
Networks in health care : a comparative study of their management, impact & performance (2010) (74)
Resisting Hybridisation between Modes of Clinical Risk Management: Contradiction, Contest, and the Production of Intractable Conflict (2013) (74)
The Oxford Handbook of Health Care Management (2016) (71)
Evidence-based medicine and organisational change: an overview of some recent qualitative research (2001) (71)
Improving the effectiveness of multidisciplinary team meetings for patients with chronic diseases: a prospective observational study (2014) (68)
Making Wicked Problems Governable?: The Case of Managed Networks in Health Care (2013) (65)
CONTRACTING IN THEORY AND IN PRACTICE: SOME EVIDENCE FROM THE NHS (1996) (64)
Quasi Strategy: Strategic Management in the Contemporary Public Sector (2006) (64)
Managing Change and Role Enactment in the Professionalized Organization (2006) (63)
Understanding power relationships in health care networks. (2007) (60)
Studying governance within the British public sector and without (2006) (56)
The appropriation of new organizational forms within networks of practice: Founder and founder-related ideological power (2007) (54)
Theorizing Contemporary Public Management: International and Comparative Perspectives (2013) (53)
Bringing Anglo-Governmentality into Public Management Scholarship: The Case of Evidence-based Medicine in UK Health Care (2014) (52)
The Sustainability of the New Public Management in the UK (2002) (51)
CORPORATE GOVERNANCE AND THE PUBLIC SECTOR: SOME ISSUES AND EVIDENCE FROM THE NHS (1995) (51)
The Creation and Evolution of Quasi Markets in the Public Sector: early evidence from the National Health Service (1994) (49)
The politics of progress. (1989) (48)
THE NATURE AND TRANSFORMATION OF CORPORATE HEADQUARTERS: A REVIEW OF RECENT LITERATURE AND A RESEARCH AGENDA (1996) (47)
The Silent Politics of Temporal Work: A Case Study of a Management Consultancy Project to Redesign Public Health Care (2018) (46)
Reengineering Health Care (2004) (46)
Large-Scale Organizational and Managerial Change in Health Care: A Review of the Literature (1997) (45)
Evidence into Practice? An exploratory analysis of the interpretation of evidence (1999) (42)
Increasing Capacity for Innovation in Bureaucratic Primary Care Organizations: A Whole System Participatory Action Research Project (2005) (42)
The international spread of Academic Health Science Centres: a scoping review and the case of policy transfer to England. (2014) (42)
On Building the New Managerialist State (2003) (41)
Novel mode of knowledge production? Producers and consumers in health services research (2003) (39)
Analysing process in healthcare: the methodological and theoretical challenges (2003) (38)
A call for university-based business schools to “lower their walls” : collaborating with other academic departments in pursuit of social value (2016) (36)
Comparison of governance approaches for the control of antimicrobial resistance: Analysis of three European countries (2018) (35)
United Kingdom from Bureau Professionalism to New Public Management (2009) (34)
Journeying from Hippocrates with Bergson and Deleuze (2003) (33)
Leadership development in Higher Education: A literature review and implications for programme redesign (2018) (33)
“Staying native”: coproduction in mental health services research (2010) (31)
"Going to market": Changing patterns in the organisation and character of process research (1997) (31)
Using complexity theory to analyse the organisational response to resurgent tuberculosis across London. (2013) (31)
Calman-Hine reassessed: a survey of cancer network development in England, 1999-2000. (2002) (30)
Organizing and Reorganizing: Power and Change in Health Care Organizations (2008) (30)
Service improvement in health care: understanding change capacity and change context (2007) (29)
The impact of leadership and leadership development in higher education: A review of the literature and evidence (2016) (29)
Knowledge mobilisation in healthcare organisations: Synthesising evidence and theory using perspectives of organisational form, resource based view of the firm and critical theory (2013) (27)
Renewing policy to support evidence-based health care (2009) (25)
Relationships between Health Care Organisations (2003) (24)
Knowledge Mobilization in Healthcare Organizations: A View from the Resource-Based View of the Firm (2015) (24)
Complex Organisations and Contemporary Public Sector Organisations (2007) (24)
Knowledge leadership: Mobilizing management research by becoming the knowledge object (2015) (24)
‘Medicine’s Next Goldmine?’ The Implications of New Genetic Health Technologies for the Health Service (2006) (24)
Evidence based primary care? A multi-tier, multiple stakeholder perspective from Chile. (2001) (22)
Assessing Initiatives To Transform Health Care Systems - Lessons For the Canadian Health Care System: CHSRF series on healthcare transformation: Paper 1 (2011) (22)
Studying Complex Organizations in Health Care (2005) (21)
Managing Strategic Change in the NHS (1989) (21)
Public management ‘reform’ narratives and the changing organisation of primary care (2010) (19)
Health care managers' access and use of management research. Final Report (2013) (19)
NHS top managers, knowledge exchange and leadership: the early development of Academic Health Science Networks – a mixed-methods study (2017) (19)
A theoretical framework for studying the co-creation of innovative solutions and public value (2021) (18)
The Myth of Generic Practice: Specialisation in Social Work (1988) (18)
Knowledge to action? The implications for policy and practice research on innovation processes in organisational behaviour in health care (2008) (17)
Corporate Governance in the post 1990 N.H.S.: the role of the board" (1996) (17)
Conclusion: From Evidence to Actionable Knowledge? (2005) (17)
Efficiency Promoting Innovation in Social Care: Social Services Departments and the Elderly (1982) (16)
The political economy of management knowledge (2015) (16)
Efficiency-improving innovations in social care of the elderly (1989) (15)
Characterizing the ‘New Public Management’ (1996) (15)
Improving the Quality of Health Care in the UK and the USA: A Framework for Change (2001) (15)
Explaining the Policy Process Underpinning Public Sector Reform: The Role of Ideas, Institutions, and Timing (2018) (15)
The New Public Management and Public Management Studies (2017) (15)
Managing Strategic Service Change in the NHS (1989) (14)
Models of innovation in the social care of the elderly (1984) (13)
Enacting evidence into clinical practice: the case of coronary heart disease (2009) (13)
Patterns of Strategic Change in Health Care: District Health Authorities Respond to AIDS* (1992) (13)
Strategic Management in Public Organizations: Profiling the Public Entrepreneur as Strategist (2020) (12)
Resource based view: a promising new theory for healthcare organizations: Comment on "Resource based view of the firm as a theoretical lens on the organisational consequences of quality improvement". (2014) (12)
Statutory Regulation and the Future of Professional Practice in Psychotherapy & Counselling: Evidence from the Field (2009) (12)
Professionals in Public Service Organizations (2007) (12)
Introducing Choice in the Public Services: Some Supply-Side Issues (2006) (12)
The institutional shaping of global megaprojects: The case of the Lyon-Turin high-speed railway (2021) (12)
Coping With Change in the NHS: A Frontline District's Response to AIDS (1990) (11)
From 'Market Umpires' yo 'Relationship Managers'? The future of the NHS regional offices in a time of transition (2002) (11)
Making Wicked Problems Governable (2013) (11)
The leadership role of the new health authorities: An agenda for research and development (1991) (11)
The Creation and Survival of an Academic Health Science Organization: Counter-Colonization Through a New Organizational Form? (2013) (10)
Changing Patterns of Fieldwork: Organization: II: The Team Leaders' View (1987) (10)
Community-oriented integrated care and health promotion – views from the street (2015) (10)
Retrenchment and rationality in the personal social services (1981) (10)
An integrated care programme in London: qualitative evaluation (2018) (10)
Exploring Strategy-Making in ‘Non-New Public Management’ Public Services Settings: The Case of European Union Agencies (2019) (9)
THE POLITICAL ECONOMY OF MANAGEMENT KNOWLEDGE: MANAGEMENT TEXTS IN ENGLISH HEALTHCARE ORGANIZATIONS (2017) (9)
How Trustworthiness is Assessed in Health Care: A Sensemaking Perspective (2013) (9)
Professional Collaboration in Services for Mentally Handicapped People (1984) (9)
Exploring 30 years of UK public services management reform – the case of health care (2017) (9)
Public Service Performance: A qualitative evaluation of public sector organizations: Assessing organizational performance in healthcare (2006) (9)
Strategic management as an enabler of co-creation in public services (2021) (9)
THE POLITICAL ECONOMY OF MANAGEMENT KNOWLEDGE: MANAGEMENT TEXTS IN ENGLISH HEALTHCARE ORGANIZATIONS (2017) (9)
The strange resilience of new public management: the case of medical research in the UK’s national health service (2018) (8)
Biopolitics, space and hospital reconfiguration. (2019) (8)
Patterns of efficiency-improving innovation: social care and the elderly (1984) (8)
The European public sectors in the age of managerialism (2018) (8)
University Governance - Western Comparative Perspectives (2009) (8)
Macro level influences on strategic responses to the COVID-19 pandemic – an international survey and tool for national assessments (2021) (8)
The Politics of Management Knowledge in Times of Austerity (2018) (7)
Developing Absorptive Capacity Theory for Public Service Organizations: Emerging UK Empirical Evidence (2020) (7)
Strategic Management in Public Services Organizations: Developing a European Perspective (2018) (7)
Assuring high quality and evidence-based health care: a case study from HIV/AIDS services. (1998) (6)
Managing Change: From Health Policy to Practice (2015) (6)
Managing Crisis and Change in Health Care: The Organizational Response to HIV/Aids (1994) (6)
Increasing Top Management Turnover: Is it True and Does it Matter? (1997) (6)
Evidence-Based Health Care and the Implementation Gap (2007) (6)
Strategic Management in the Healthcare Sector: The Debate About the Resource-Based View Flourishes in Response to Recent Commentaries. (2015) (6)
Knowledge to Action? The diffusion of innovations in health care (2005) (6)
Receptive and non-receptive contexts for change (2004) (6)
Business Schools Inside the Academy: What are the Prospects for Interdepartmental Research Collaboration? In Andrew Pettigrew, Eric Cornuel and Ulrich Hommel (eds). The Institutional Development of Business Schools. (2014) (6)
Changing Patterns of Fieldwork Organization:I. The Headquarters View (1986) (6)
Understanding Internal Markets in the NHS (1993) (6)
The governance of pluralist health care systems: An initial review and typology (2017) (5)
Leadership in the public sector : Promises and pitfalls (2012) (5)
Concluding discussion: Paradigms and instruments of public management reform - the question of agency (2013) (5)
Research Design: 'Upscaling' Qualitative Research (2007) (5)
Exploring new organisational forms in English higher education: a think piece (2019) (5)
Knowledge to Action ? The implications for policy and practice of research on innovation processes (2008) (5)
Professionals and the New Public Management (1996) (5)
Society for Social Medicine annual meeting 2000 (2000) (4)
Strategic Management in Public Services Organizations (2022) (4)
Evidence-Based Medicine and Organisational Change (2001) (4)
Hybridity in public organisations (2020) (4)
The Creation and Evolution of Quasi Markets (1996) (3)
3.4g. Organizational interventions (2013) (3)
Epistemic fit and the mobilisation of management knowledge in health care (2016) (3)
On Building the New Managerialist State: Perspectives (2004) (3)
Managing service change in post HIV drugs services--a case study from Inner London. (1992) (3)
Networks in Healthcare (2009) (3)
Management Innovations for Healthcare Organizations: Adopt, Abandon or Adapt? (2016) (3)
Wind of change blows through NHS research. (1988) (3)
Public Sector Restructuring (1996) (3)
Epistemic fit and the mobilization of management knowledge in healthcare [accepted manuscript] (2016) (3)
AHSCs as Health Policy Transfer: Some Emergent Evidence From Australia Comment on "Academic Health Science Centres as Vehicles for Knowledge Mobilisation in Australia? A Qualitative Study" (2022) (3)
Analysing Health Care Organizations: A Personal Anthology (2016) (3)
Commentary on text of interview with Professor Lord Ara Darzi: ‘Desirable? Yes; but is it achievable?’ (2015) (3)
Home help charges (1982) (2)
Managing High-Impact Research Groups (2002) (2)
Analysing Health Care Organizations (2018) (2)
Management by Contract: Rhetoric and Reality in the NHS (1994) (2)
Concluding discussion: key themes in the (possible) move to co-production and co-creation in public management (2021) (2)
A New Mode of Organising in Health Care?:UK Cancer Services and Governmentality (2010) (2)
Do We Still Need Professional Boundaries? The multiple influences of boundaries on interprofessional collaboration (2022) (2)
Efficiency improving innovations in community care of the elderly (1989) (2)
Knowledge leadership (2018) (2)
AIDS: responding to rapid change. (1988) (2)
No Magic Targets! Lessons from UK Studies of Attempts to Change Clinical Practice to Become More Evidence Based (2002) (2)
Leadership in the Public Services: Promise and Pitfalls (2012) (2)
The organizational context and use of routine data for cancer service management (2009) (2)
The Impact of Mergers, Acquisitions and Collaborations in the Higher Education and Other Knowledge Based Sectors: A Rapid Review of the Literature (2017) (2)
The Creation and Evolution of the New Health Authorities: The Challenge of Purchasing (1994) (2)
Public Management in the United Kingdom : Efficiency and Accountability (2001) (2)
HIV and drugs services: the challenge of change (1994) (2)
Macro Level Influences on Strategic Responses to the COVID-19 Pandemic - A Tool for National Assessments (2020) (1)
The Question of Accountability: New Forms or a Democratic Deficit? (1996) (1)
Knowledge leadership and the mobilisation of management research: Becoming the object of knowledge (2016) (1)
Affective Mobilization in Major Institutional Change: Creating an Academic Health Science Centre (2015) (1)
GETTING BEYOND THE TOWER OF BABEL?: Disparate Evidence Based Management(s) in Health Care (2012) (1)
The limited role of Information and Communication Technologies in managed networks (2013) (1)
Strategic management in reforming the Public Employement Service in the Netherlands (2015) (1)
'what Is Known about Effective Approaches to Managing Strategic Systems Change and What Are the Implications for Mainstreaming Inequalities? Background Paper for Health Development Agency Seminar (2002) (1)
Roundtable (2006) (1)
Leadership in Public Services: Promises and Pitfalls (2013) (1)
Business schools' strategies and practices of knowledge mobilisation : an analysis of the 'innovation' related impact cases produced for the UK's REF 2014 (2016) (1)
Knowledge leadership: The (non-)mobilization of management knowledge in health care organizations (2014) (1)
Movers and shakers. (1993) (1)
AIDS and contemporary history: The NHS responds to HIV/AIDS (1993) (1)
Introducing Market-Like Mechanisms in the Public Sector: The Case of the National Health Service (1993) (1)
Personalisation - An Emergent Institutional Logic in Healthcare? (2017) (1)
The Professionalization of Medical Management? The Slow and Chequered Case of UK Health Care (2018) (1)
Resource based view: a promising new theory for healthcare (2014) (1)
Reengineering as Strategic Choice and Change (2004) (1)
Efficiency-improving innovations in the community care of frail elderly people - Volume II: Individual schemes and their characteristics (1988) (1)
Understanding Business Process Reengineering as Planned Organizational Transformation (2004) (1)
IT Evaluation of Foundation Healthcare Group Vanguard Project (2021) (1)
Organisational Networks – can they deliver improvements in healthcare (2012) (1)
Macro level factors influencing strategic responses to emergent pandemics: A scoping review (2021) (1)
A new mode of organizing in health care?: Governmentality and U.K. cancer services (2011) (1)
Academic leadership and its effects on professional autonomy (2012) (1)
Managed Cancer Networks: Exemplars of evidence-based governmentality? (2013) (1)
Hints on how to ring the changes. (1989) (1)
An organisational behaviour perspective: current issues in the organisation, management and politics of primary care (2008) (1)
PP45 Developing Recommendations to Improve the Effectiveness of Multidisciplinary Team Meetings for Patients with Chronic Diseases (2013) (1)
Networks for Older People’s Care: A really wicked problem (2013) (1)
Consensus development group information for panellists (2014) (0)
Study 2: application of a formal consensus method to develop recommendations to improve the effectiveness of multidisciplinary team meetings (2014) (0)
Organizational Process Research: Research Style and Methods (2004) (0)
Aggregation in Qualitative Research: Producing an Overview of Research in Health Care (2002) (0)
Leadership in health care networks: Clinical-managerial hybrid teams and evidence-based identity work (2013) (0)
Consensus development results from round 2: medians for each disease group – recommendations rated as ‘uncertain’ overall (2014) (0)
Exploring new organisational forms in English higher education: a think piece (2018) (0)
Process Redesign and Changing Contexts of Health Care (2004) (0)
Consensus development results from round 2: recommendations for which strength of agreement was disagree (median < 4) (2014) (0)
Observation code definitions (2014) (0)
English public management reform after 2010 (2018) (0)
Organisational research in the NPM: the turn to qualitative methods (2002) (0)
Open Research Online Strategic Management in Public Organizations: Proﬁling the Public Entrepreneur as Strategist (2022) (0)
OP92 Improving the Effectiveness of Multidisciplinary Team Meetings for Patients with Chronic Diseases: Assessing the Predictors of Decision Implementation (2013) (0)
Consensus development results from round 2: recommendations for which strength of agreement was uncertain (median ≥ 4 and ≤ 6.5) (2014) (0)
Concluding Discussion (2018) (0)
Total quality management in healthcare (2015) (0)
Developing Services for HIV/AIDS: Organisational Learning in District Health Authorities, London (1990) (0)
‘This is just a little flu’: analysing medical populist discourses on the Covid-19 pandemic in Brazil (2022) (0)
Epistemic Fit and The Mobilization of Knowledge in Health Care (2016) (0)
Strategic management, the quest for excellence, and the 'Best Practices' research in public management 1 (2022) (0)
Consensus development results from round 2: recommendations for which strength of agreement was strongly agree (median ≥ 7) and variation in extent of agreement was low (2014) (0)
Study 1 discussion (2014) (0)
The political economy of English public services reform and implications for management knowledges in health care organizations (2018) (0)
Participant consent forms (2014) (0)
Respond and Deliver? Change leadership in complex organizations (2012) (0)
Pointers: Police; Housing; Nationalised Industries; Industrial Policy; NHS (1984) (0)
Strategy as process (2022) (0)
Audit Commission, Managing Social Services for the Elderly More Effectively , HMSO, London, 1985, 81 pp., £4.85, ISBN 0 11 7012785. (1986) (0)
MANAGING MODERNITY: BEYOND BUREAUCRACY ‐ edited by S. Clegg, M. Harris and H. Hopfl (2012) (0)
Introduction (2018) (0)
Challenges and learning points: reflections on conducting a large multisite mixed-methods study (2014) (0)
The steering of universities in the UK: A policy documents review (2005) (0)
Consensus development group panellists (2014) (0)
‘Reforming’ UK health care organizations—from New Public Management to network governance? (2013) (0)
Introduction (2022) (0)
Dynamics of Programmed Transformation and Reproduction (2004) (0)
Professional Dominance Theory Restated (2016) (0)
Introduction and Key Themes (2004) (0)
Observation codes clustered for qualitative exploration of quantitative results (2014) (0)
Comparison of governance approaches for the control of antimicrobial resistance: Analysis of three European countries (2018) (0)
NEW MODES OF ORGANIZATION IN THE PUBLIC SERVICES:FROM CAGE TO GAZE? (2010) (0)
Example of a theme from the consensus development group questionnaire pack (2014) (0)
Team-based aggregation of qualitative case study data in health care contexts: challenges and learning (2009) (0)
Concluding discussion—overall contribution and forward look (2013) (0)
Study 1: examining the determinants of multidisciplinary team meeting effectiveness and identifying areas of diversity (2014) (0)
Board Composition: Managers and ‘Magistrates’ (1996) (0)
Patient interview topic guide (2014) (0)
Study 1 qualitative results (2014) (0)
Strategy and performance (2015) (0)
Fast forward. (1994) (0)
Case study protocol and interview schedule (2017) (0)
Study 1 quantitative results (2014) (0)
Process-Based Organizations in the UK Public Services? Prospects for the Future (2004) (0)
IT Evaluation of Foundation Healthcare Group NHS Vanguard programme: IT simultaneously an enabler and a rate limiting factor (2021) (0)
A review of literature and perspectives on management knowledge (2018) (0)
Consensus development results from round 2: recommendations for which strength of agreement was agree (median ≥ 7) and variation in extent of agreement was moderate or high (2014) (0)
Innovatory intent and achievement in the community care of the elderly (1986) (0)
Study 1 methods (2014) (0)
Reengineering Organizational Form and Process: The Old Shapes the New (2004) (0)
Notes on contributors (2002) (0)
The Pluralisation of the UK Health Policy Process? (2021) (0)
JSP volume 19 issue 4 Back matter (1990) (0)
Organizing and reorganizing health care: Introduction (2008) (0)
The Board: From Rubber Stamp to Strategy-Maker? (1996) (0)
A Process of Transformational Change (1996) (0)
The recruitment of ICT to design a web-based Foucauldian surveillance mechanism: disciplinary accountability or democratic transparency? (2012) (0)
Case study 3 (2018) (0)
Models from sensitivity analyses (2014) (0)
Value Based Health Care at King's College Hospital (2015) (0)
A governmentality-based perspective on UK health care organizations (2013) (0)
Case study 2 (2018) (0)
Analyzing Context in Health Care Organizations (2019) (0)
Adopting management philosophies: management gurus, public organizations, and the Economies of Worth (2021) (0)
Framing the context (2022) (0)
Bubbles of learning. (1991) (0)
Collaborative and network-based forms of strategy (2022) (0)
Conclusion (2022) (0)
Change agency, Bridging the Chasms & working with the tectonic movements in organizations (2008) (0)
Governmentality and health care networks (2013) (0)
Understanding professional stratification and hybridisation in the medical profession: exploratory evidence from Brazilian federal university hospitals (2021) (0)
Ewan Ferlie and Duska Rosenberg hospital employees A study of relationship between job stress , quality of working life and turnover intention among (2011) (0)
Public Service Organizations: Social Networks and Social Capital (1999) (0)
Collaborators and steering group members (2014) (0)
‘Why is large scale change to health service delivery difficult?: the case of the 2019 NHS Plan’ (2022) (0)
Patient Process Reengineering: Six Case Studies (2004) (0)
More research is needed to understand the relationship between management costs and hospital performance (1999) (0)
Innovation in the care of the elderly: the role of joint finance (1985) (0)
Further proliferation of schools of strategic management (2022) (0)
’ s repository of research publications and other research outputs Exploring Strategy-Making in ‘ Non-New Public Management ’ Public Services Settings : The Case of European Union Agencies Journal Item (2019) (0)
Lowering the Walls for interdepartmental research collaboration? An Exploratory Study of UK Business Schools. (2012) (0)
Introducing Market Like Mechanisms in Public Sector: The Case of the NHS (1993) (0)
Characterising organisational control modes in healthcare: the case of infection prevention and control. (2011) (0)
Inter-organizational learning in the networks: A disappointing pattern (2013) (0)
Oxford Research Encylopaedia of Business and Management (2017) (0)
Summary of the 12 multidisciplinary teams (2014) (0)
Multidisciplinary team member interview topic guide (2014) (0)
Overall conclusions and future research directions (2014) (0)
The structure of the report (2014) (0)
Strategy making and governance in the third sector (2022) (0)
Impact of entrepreneurship training on clinician engagement in innovation creation: an evaluation of the Johns Hopkins Hexcite programme (2020) (0)
Genetics Translation Networks: The continuing autonomy of academic science (2013) (0)
Network leadership for innovation in healthcare (2017) (0)
The learning curve. (1993) (0)
Using comparative data to improve services: A qualitative study of four cancer networks (2005) (0)
Case study 4 (2018) (0)
Sexual Health Networks: Working with problematic human behaviours (2013) (0)
Notes on Contributors (2013) (0)
Tom Christensen and Per Laegreid, The Ashgate Research Companion to New Public Management (2014) (0)
The Quality, Improvement, Productivity, and Prevention (QIPP) programme in the English National Health Service (2018) (0)
Observation coding sheet (2014) (0)
New Labour and UK health care: Managed networks, wicked problems, and post-NPM organizing (2013) (0)
Case study 1 (2018) (0)
Limits to Organizational Transformation: Explaining Local Variation within a Change Programme (2004) (0)

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