about
Re-conceiving building design quality: A review of building users in their social context.Living my narrative: storying dishonesty and deception in mental health nursing.Patients-people-place: developing a framework for researching organizational culture during health service redesign and changeStories and metaphors in the sensemaking of multiple primary health care organizational identities.Understanding organizational and cultural premises for quality of care in nursing homes: an ethnographic studyMapping the organizational culture research in nursing: a literature review.The role of organizational research in implementing evidence-based practice: QUERI Series.Impact of organizational change on organizational culture: implications for introducing evidence-based practice.Culture in community pharmacy organisations: what can we glean from the literature?Managing cultural diversity in healthcare partnerships: the case of LIFT.Transformational leadership in nursing: towards a more critical interpretation.Becoming a high school coach: from playing sports to coaching.Gender differences and similarities in medical students' experiences of mistreatment by various groups of perpetratorsSustaining organizational culture change in health systems.Culture and cognition in health systems change.An investigation of the dynamic processes promoting citizen participation.Who participates and why: building a process model of citizen participation.An empirical test of a comprehensive model of intrapersonal empowerment in the workplace.Organizational culture: a useful concept for nurse managers?Towards an understanding of the human resource in the context of change in the NHS: economic sense versus cultural sensibilities?Engaging physicians in organisational improvement work.Cultural camouflage--a critical study of how artefacts are camouflaged and mental health policy subverted.Women chairs in academic medicine: engendering strategic intuition.Integrating strategy formulation with organizational culture.The role of ritualistic ceremonial in removing barriers between subcultures in the National Health Service.Using root metaphors to analyze communication between nurses and patients: a qualitative study.Re-storying narrative identity: a dialogical study of mental health recovery and survival.From artefact to effect: the organising effects of artefacts on teams.Managerialism in the health service: partnership or conflict in a management development programme.Contested terrain: the incomplete closure of managerialism in the health service.From cultural cohesion to rules and competition: the trajectory of senior management culture in English NHS hospitals, 2001-2008.The mediating role of organizational subcultures in health care organizations.Assessing organizational culture: strategies for the external consultant.Critical pedagogy in a health service management development programme: can "critically thinking" managers change the NHS management culture?Hospital chief executive officer perceptions of organizational culture and performance.Organization, Gender and CultureTechnological GroundingCultural issues in developing E-Government in MalaysiaCultural Constructions: Contrasting Theories of Organizational Culture and Gender Construction“IT'S HARD TO CHANGE WHAT WE WANT TO CHANGE”
P2860
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P2860
description
article
@en
im September 1983 veröffentlichter wissenschaftlicher Artikel
@de
wetenschappelijk artikel
@nl
наукова стаття, опублікована у вересні 1983
@uk
ലേഖനം
@ml
name
Concepts of Culture and Organizational Analysis
@en
Concepts of Culture and Organizational Analysis
@nl
type
label
Concepts of Culture and Organizational Analysis
@en
Concepts of Culture and Organizational Analysis
@nl
prefLabel
Concepts of Culture and Organizational Analysis
@en
Concepts of Culture and Organizational Analysis
@nl
P356
P1476
Concepts of Culture and Organizational Analysis
@en
P2093
Linda Smircich
P356
10.2307/2392246
P577
1983-09-01T00:00:00Z