Process Transformation: Limitations to Radical Organizational Change within Public Service Organizations
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Explaining outcomes in major system change: a qualitative study of implementing centralised acute stroke services in two large metropolitan regions in England.Towards an organisation-wide process-oriented organisation of care: a literature review.Hybrid management, organizational configuration, and medical professionalism: evidence from the establishment of a clinical directorate in PortugalWhat happens when healthcare innovations collide?Innovation and transformation in California's safety net health care settings: an inside perspectiveManagerial strategies to reorient hospitals towards health promotion: lessons from organisational theory.The importance of role sending in the sensemaking of change agent roles.Health promotion implementation capacities in hospitals matter: results from the PRICES-HPH study.Reforming primary healthcare: from public policy to organizational change.Managing clinical integration: a comparative case study in a merged university hospital.Engaging physicians in organisational improvement work.How healthcare organisations can act as institutional entrepreneurs in a context of change.Radical change in healthcare organization: mapping transition between templates, enabling factors, and implementation processes.Enterprising health: creating the conditions for entrepreneurial behaviour as a strategy for effective and sustainable change in health services.Management of organisational changes in a case of de-institutionalisation.Fiery Spirits in the context of institutional entrepreneurship in Swedish healthcare.Sensemaking: a driving force behind the integration of professional practices.Quality, efficiency and integrity: value squeezes in management of hospital wards.Explaining process orientation failure and success in health care--three case studies.Communicating During Organizational Change Using Social AccountsBarriers to effective climate change mitigation: the case of senior government and business decision makersPUBLIC POLICY NETWORKS AND ‘WICKED PROBLEMS’: A NASCENT SOLUTION?Escape from the Iron Cage? Organizational Change and Isomorphic Pressures in the Public SectorThe Best Of Two WorldsTHE MANAGEMENT OF CHANGE IN PUBLIC ORGANIZATIONS: A LITERATURE REVIEW
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P2860
Process Transformation: Limitations to Radical Organizational Change within Public Service Organizations
description
im Oktober 2004 veröffentlichter wissenschaftlicher Artikel
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wetenschappelijk artikel
@nl
наукова стаття, опублікована в жовтні 2004
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name
Process Transformation: Limita ...... n Public Service Organizations
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Process Transformation: Limita ...... n Public Service Organizations
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type
label
Process Transformation: Limita ...... n Public Service Organizations
@en
Process Transformation: Limita ...... n Public Service Organizations
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prefLabel
Process Transformation: Limita ...... n Public Service Organizations
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Process Transformation: Limita ...... n Public Service Organizations
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P356
P1433
P1476
Process Transformation: Limita ...... n Public Service Organizations
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P2093
Terry McNulty
P304
P356
10.1177/0170840604046349
P50
P577
2004-10-01T00:00:00Z