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Managing Change

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Cover of 'Managing Change'

Table of Contents

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    Book Overview
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    Chapter 1 Introduction
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    Chapter 2 The Ideas and Implementation of Public Health Policies: The Norwegian Case
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    Chapter 3 The Path from Policy to Practice: Resilience of Everyday Work in Acute Settings
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    Chapter 4 Dealing with the Challenges of Healthcare Reform: American Hospital Systems Strive to Improve Access and Value through Retail Clinics
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    Chapter 5 Institutional Logics and Micro-processes in Organizations: A Multi-actor Perspective on Sickness Absence Management in Three Dutch Hospitals
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    Chapter 6 The Persistence of Professional Boundaries in Healthcare: A Re-examination Using a Theory of Foundational Values
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    Chapter 7 Medical Doctors and Health System Improvement: Synthesis Results and Propositions for Further Research
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    Chapter 8 The Role of the Quality Coordinator: Articulation Work in Quality Development
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    Chapter 9 The Role of Outside Consultants in Shaping Hospital Organizational Change
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    Chapter 10 NHS Managers: From Administrators to Entrepreneurs?
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    Chapter 11 Opportunity Does Matter: Supporting Doctors-in-Management in Hospitals
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    Chapter 12 A New Approach to Hybrid Leadership Development
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    Chapter 13 Scotland ‘Bold and Brave’? Conditions for Creating a Coherent National Healthcare Quality Strategy
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    Chapter 14 The Social Spaces of Accountability in Hybridized Healthcare Organizations
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    Chapter 15 Culture Shock and the NHS Diaspora: Coping with Cultural Difference in Public-Private Partnerships
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    Chapter 16 Organizational Healthcare Innovation Performed by Contextual Sense Making
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