Implementing change: The perspective of NHS change agents

Leadership and Organization Development Journal

Volumn 27, Issue 8, 2006, Pages 667-681

  Massey, Lynn ^a   Williams, Sharon ^b  

^a GRIFFITH UNIVERSITY   (Australia)

^b ABERYSTWYTH UNIVERSITY   (United Kingdom)

Author keywords

Business improvement; Change management; Experiential learning; National Health Service; Organizational change; United Kingdom

Indexed keywords

EID: 33750988222     PISSN: 01437739     EISSN: None     Source Type: Journal    
DOI: 10.1108/01437730610709282     Document Type: Article

References (22)

1. Beckhard, R. and Harris, R.T. (1987), Organizational Transition: Managing Complex Change, 2nd ed., Addison-Wesley, Reading, MA.
2. Burnes, B. (1991), "Managerial competence and new technology: Don't shoot the piano player - he's doing his best", Behaviour and Information Technology, Vol. 10 No. 2, pp. 91-109.
3. Burnes, B. (2004), Managing Change, 4th ed., Pearson Education, Harlow.
4. Burnes, B. and Weekes, B. (1989), AMT: A Strategy for Success?, NEDO, London.
5. Child, J. and Smith, C. (1987), "The context and process of organizational transformation: Cadbury limited in its sector", Journal of Management Studies, Vol. 24 No. 6, pp. 565-93.
6. Deming, W.E. (1986), Out of the Crisis: Quality, Productivity and Competitive Position, Cambridge University Press, Cambridge.
7. Doyle, M. (2001), "Dispersing change agency in high velocity change organisations: Issues and implications", Leadership & Organization Development Journal, Vol. 22 No. 7, pp. 321-9.
8. Esain, A. (2004), "An elegant and effective process for acute healthcare - the hidden hospital: A case study for general surgery", Proceedings of EUROMA 2004: Operations Management as a Change Agent, Insead, Fontainebleau, Vol. 2, pp. 479-88.
9. Hoag, B.G., Ritschard, H. and Cooper, C.L. (2002), "Obstacles to effective organisation change: The underlying reasons", Leadership & Organisation Development Journal, Vol. 23 No. 1, pp. 6-15.
10. Kolb, D. (1984), Experiential Learning: Experience as the Source of Learning and Development, Prentice-Hall, Englewood Cliffs, NJ.
11. Massey, L. and Williams, S. (2005), "CANDO: Implementing change in an NHS Trust", International Journal of Public Sector Management, Vol. 8 No. 4, pp. 330-49.
12. Moore, M.H. (1996), Creating Public Value, Harvard University Press, Cambridge, MA.
13. Pettigrew, A. and Whipp, R. (1991), Managing Change for Competitive Success, Basil Blackwell, Oxford.
14. Pfeffer, J. and Sutton, R. (1999), The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action, Harvard Business School Pres, Boston, MA.
15. Rees, J. (1995), "Rethinking consultants: Where medical science and human behaviour meet", British Medical Journal, Vol. 310, pp. 850-3.
16. Revans, R.W. (1983), Reg Revans: ABC of Action Learning, Chartwell-Bratt, Bromley.
17. Rich, N., Bateman, N., Esain, A., Massey, L. and Samuel, D. (2006), Lean Evolution: Lessons from the Workplace, Oxford University Press, Oxford.
18. Schein, E.H. (1985), Organizational Culture and Leadership: A Dynamic View, Jossey-Bass, San Francisco, CA.
19. Schein, E.H. (1997), "The concept of "client". A process consultation perspective: A guide to change agents", Journal of Organizational Change Management, Vol. 10 No. 3, pp. 202-16.
20. Schon, D.A. (1983), The Reflective Practitioner, Basic Books, New York, NY.
21. Silverman, D. (2000), Doing Qualitative Research: A Practical Handbook, Sage Publications, London.
22. Yin, R.K. (1989), Case Study Research: Design and Methods, Sage Publications, London.