Managing Strategic Change in the NHS
This paper reports some early findings from a major research project which explores strategic service change in the NHS in the post-Griffiths era. We begin by briefly reviewing the relevant literature on change and general management in the NHS, and go on to outline the particular features of the re...
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| Format: | Journal article |
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1989
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| _version_ | 1826282569388261376 |
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| author | Pettigrew, A McKee, L Ferlie, E |
| author_facet | Pettigrew, A McKee, L Ferlie, E |
| author_sort | Pettigrew, A |
| collection | OXFORD |
| description | This paper reports some early findings from a major research project which explores strategic service change in the NHS in the post-Griffiths era. We begin by briefly reviewing the relevant literature on change and general management in the NHS, and go on to outline the particular features of the research design. We then isolate some key emergent themes from a preliminary analysis of the data, highlighting two themes in greater depth. In our final section, we will attempt to reflect on some of the common factors associated with the achievement of strategic change. The project is funded by the NHSTA and a consortium of eight Regional Health Authorities. |
| first_indexed | 2024-03-07T00:45:50Z |
| format | Journal article |
| id | oxford-uuid:84a02985-b072-45de-91e9-3728138ef757 |
| institution | University of Oxford |
| last_indexed | 2024-03-07T00:45:50Z |
| publishDate | 1989 |
| record_format | dspace |
| spelling | oxford-uuid:84a02985-b072-45de-91e9-3728138ef7572022-03-26T21:52:15ZManaging Strategic Change in the NHSJournal articlehttp://purl.org/coar/resource_type/c_dcae04bcuuid:84a02985-b072-45de-91e9-3728138ef757Saïd Business School - Eureka1989Pettigrew, AMcKee, LFerlie, EThis paper reports some early findings from a major research project which explores strategic service change in the NHS in the post-Griffiths era. We begin by briefly reviewing the relevant literature on change and general management in the NHS, and go on to outline the particular features of the research design. We then isolate some key emergent themes from a preliminary analysis of the data, highlighting two themes in greater depth. In our final section, we will attempt to reflect on some of the common factors associated with the achievement of strategic change. The project is funded by the NHSTA and a consortium of eight Regional Health Authorities. |
| spellingShingle | Pettigrew, A McKee, L Ferlie, E Managing Strategic Change in the NHS |
| title | Managing Strategic Change in the NHS |
| title_full | Managing Strategic Change in the NHS |
| title_fullStr | Managing Strategic Change in the NHS |
| title_full_unstemmed | Managing Strategic Change in the NHS |
| title_short | Managing Strategic Change in the NHS |
| title_sort | managing strategic change in the nhs |
| work_keys_str_mv | AT pettigrewa managingstrategicchangeinthenhs AT mckeel managingstrategicchangeinthenhs AT ferliee managingstrategicchangeinthenhs |