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基本説明
This set 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.
Full Description
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.
Contents
VOLUME 1Section 1: Organizing The SectorInter-organizational RelationsThe NHS Quasi-Market, Quasi-Hierarchy and Quasi-Market? - M. Exworthy, M. Powell and J. MohanCan Markets Give us the Health System We Want? - T. RiceThe Sociological Character of Health-Care Markets - D.W. LightThe Changing Governance of the NHS: Reform in a post-Keynesian health service - I. Greener and M. PowellQuasi-Market Transformation: An institutionalist approach to change in UK hospitals - M. KitchenerThe Rise and Fall of Managed Care - D. MechanicMultinational corporations and health care in the United States and Latin America: Strategies, actions, and effects - R. Jasso-Aguilar, H. Waitzkin and A. LandwehrU.S. Long-term Care: A dialectic analysis of institutional dynamics - M. Kitchener and C. HarringtonManaging Through Networks - E. Ferlie and A. PettigrewWorking Across Professional Boundaries: Primary health care and social care - B. Hudson, B. Hardy, M. Henwood and G. WistowDoing Things Collaboratively: Realizing the advantage or succumbing to inertia? C K.G. Provan, G. Lamb and M. Doyle - C. Huxham and S. VangenBuilding Legitimacy and the Early Growth of Health Networks for the UninsuredEnacting Leadership for Collaborative Advantage: Dilemmas of ideology and pragmatism in the activities of partnership managers - S. Vangen and C. HuxhamThe Competent Boundary Spanner - P. WilliamsVOLUME 2a.) Regulation of ProfessionsThe Basis for Professional's Resistance to Managerial Control - J.A. RaelinThe Changing Nature of Professional Control - E. FreidsonDe-professionalisation: An alternative hypothesis for the future - M. HaugRationalization and Deprofessionalization of Physicians - G. Ritzer, and D. WalcakThe Changing Character of the Medical Profession: A theoretical overview - D. Light, and S. LevineManaging Professional Work: Three models of control for health organizations - W.R. ScottOrganization Contra Professions: Professions and organizational change in the UK - S. AckroydThe Bureaucratization of Professional Roles: The case of clinical directors in UK hospitals - M. KitchenerProfessions: Back to the future? - L. Fitzgerald and E. FerlieMedical Autonomy and the UK State 1975-2025 - S. Harrison and W. Ahmad.Regulated (self-) regulation: A new paradigm for controlling professionals? - R. KayeFrom the Doctors' Workshop to the Iron Cage? Evolving modes of physician control in US health systems - M. Kitchener, C. Caronna and S. ShortellEnterprise Discourse, Professional Identity and the Organizational Control of Hospital Clinicians - B. Doolinb.) Performance ManagementCorporate Governance for the Public Sector: Some issues and evidence from the NHS - E. Ferlie, L. Fitgerald and L. AshburnerExploring the Relationship between Senior Management Team Culture and Performance - H. Davies, R. Mannion, R. Jacobs, A. Powell and M. MarshallClinical Governance and the Drive for Quality Improvement in the New NHS in England - G. Scally and L. DonaldsonPractical Issues in the Design and Implementation of Pay-for-quality Programs - G. Young, D. Conrad and A. FallattLessons from Evaluations of Purchaser Pay-for-performance Programs - J. Christianson, S. Leatherman and K. SutherlandMoving Upstream or Muddying the Waters? Incentives for managing for health. - L. Marks and D. J. HunterCreating 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. HuntResource-based and Strategic Group Influences on Hospital Performance - J. Short, T. Palmer and D. KetchenAssessing the Performance of Freestanding Hospitals - M. McCue, M. Diana and L. HenmanCompeting Values in Healthcare: Balancing the (Un)balanced scorecard - A. Wicks, L. St Clair and C. KinneyVOLUME 3Section 2: Managing The OrganizationLeadershipCovert Leadership: Notes on managing professionals - H. MintzbergVisionary Leadership and Strategic Management - F. Westley and H. MintzbergDoes Governance Matter? Board configuration and performance in not-for-profit hospitals - J. A. Alexander and S. Y. LeeLeadership Development in Healthcare: A qualitative study - A.S. McAlearneyLeadership - A. Garman, P. Butler and L. BrinkmeyerComplexity Leadership and Management in Healthcare Organizations - P. Plsek and T. WilsonResistance Around a Management Development Development Programme: Negotiated order in a hospital trust - G. CurrieEntrepreneurial Management in the Public Sector - P. Du GayLeadership, Service Reform and Public Sector Networks: The case of cancer genetics pilots in the English NHS - G. Martin, G. Currie and R. FinnThe Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations - J.L. Denis, L. Lamother and A. LangleyThe 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. NerlichStrategyQuasi Strategy: Strategic management in the contemporary public sector - E. FerlieStrategic Management in Public and Private Organizations: Implications of distinctive contexts and constraints - R.P. Smith and J. L. PerryStrategizing in Pluralistic Contexts: Rethinking theoretical frames - J. Denis, A. Langley and L. RouleauChanges in Hospital Competitive Strategy: A new medical arms race? - K. Devers, L. Brewster and L. CasalinoCrafting Strategy - H. MintzbergOf Strategies, Deliberate and Emergent - H. Mintzberg and J. A. WatersThe Antecedents of Middle Managers' Strategic Contribution: The case of a professional bureaucracy - G. Currie and S. ProcterMobilizing the Logic of Managerialism in Professional Fields: The case of academic health center mergers - M. KitchenerCorporate Strategy, Organizations, and Subjectivity: A critique - D. Knights and G. MorganVOLUME 4Managing ChangeA Case Study of Change Management Effectiveness within the NHS - D. Bamford and S. DanielUnderstanding Change in the NHS - A. Pettigrew, L. McKee and E. FerlieChange in Autonomous Professional Organizations - C. Hinings, J. Brown and R. GreenwoodA Theory of Physician-hospital Integration: Contending institutional and market logics in the health care field - T.G. Rundall, S. M. Shortell and J. A. AlexanderLords of the Dance: Professionals as institutional agents - W.R. ScottProcess 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. ShortellCustomization or Conformity? An institutional and network perspective on the content and consequences of TQM adoption - J. Westphal, R. Gulati and S. ShortellThe Object of Knowledge: The role of objects in biomedical innovation - J. Swan, M. Bresnen, S. Newell and M. RobertsonNobody 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. BrownHospitals as Cultures of Entrapment: A re-analysis of Bristol Royal Infirmary - K.E. Weick and K. M. SutcliffeRe-inventing Excellence: Or how best sellers thwart the search for lessons to transform the public sector - R.A.W. Rhodes
