Managing Change From Health Policy to Practice

by Boch Waldorff, Susanne; Reff Pedersen, Anne; Fitzgerald, Louise; Ferlie, Ewan

• ISBN13: 9781137518156
• ISBN10: 1137518154
• Format: Hardcover
• Copyright: 2015-10-14
• Publisher: Palgrave Macmillan

Summary

Managing Change is about implementing health care reforms, policies and programs into everyday practices. The aim of the contributed chapters are two-fold; firstly to explore organizational change in health care as influenced by contemporary policy and management concepts, and secondly to present and apply theoretical perspectives that create new insights into implementation processes, and the hard work of managing change. Managing Change consists of fifteen chapters divided into four subthemes; the challenge of designing organisational change processes, the role of professions in change processes, the development of leadership competences necessary for creating organizational change, and the content and outcomes of change programs. All chapters address the main question of how organizational change in health care takes place in local work settings.

Author Biography

Susanne Boch Waldorff, PhD, 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 at 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.
 
Ewan Ferlie is Professor of Public Services Management at King's College London, UK. His interests are in the field of organizational change and restructuring in the public services, including health care. He is chair of the Society for the Study of Organizing in Health Care (SHOC), a learned society affiliated to the UK Academy of Social Sciences.

Table of Contents

1: The ideas and implementation of public health policies – the Norwegian case; Charlotte Kiland, Gro Kvåle and Dag Olaf Torjesen
2: The Path from Policy to Practice: resilience of everyday work in acute settings; Robyn Clay-Williams, Julie J. Johnson, Deborah Debono and Jeffrey Braithwaite
3: Dealing with the Challenges of Healthcare Reform: American Hospital Systems Strive to Improve Access & Value through Retail Clinics; Amer Kaissi
4: Institutional logics and micro-processes in organisations - A multi-actor perspective on sickness absence management in three Dutch hospitals; Nicolette van Gestel, Daniel Nyberg, Emmie Vossen
5: The persistence of professional boundaries in Health Care: a re-examination using a theory of foundational values; Kathleen Montgomery, Wendy Lipworth and Louise Fitzgerald
6: Medical Doctors and Health System Improvement: Synthesis Results and Propositions for Further Research; Jean-Louis Denis and G. Ross Baker
7: The role of the quality coordinator: articulation work in quality development; Marie Henriette Madsen
8: The Role of Outside Consultants in Shaping Hospital Organizational Change; Amit Nigam, Esther Sackett, Ruthanne Huising and Brian Golden
9: NHS managers: from administrators to entrepreneurs?; Mark Exworthy, Fraser Macfarlane and Micky Willmott
10: Opportunity does matter: supporting doctors-in-management in hospitals; Marco Sartirana
11: A new approach to hybrid leadership development; Charlotte Croft
12: Scotland 'Bold and Brave'? Conditions for creating a coherent national healthcare quality strategy; Aoife M. McDermott, David R. Steel, Lorna McKee, Lauren Hamel and Patrick C. Flood
13: The social spaces of accountability in hybridized healthcare organizations; Aris Komporozos-Athanasious and Mark Thompson
14: Culture Shock and the NHS Diaspora: coping with cultural difference in Public-Private Partnerships; Justin Warring and Amanda Crompton
15: Organizational health care innovation as a change program performed by contextual sense making; Anne Reff Pedersen