An empirical assessment of social structural and cultural change in clinical directorates

Health Care Analysis

Volumn 14, Issue 4, 2006, Pages 185-193

  Braithwaite, Jeffrey ^a  

^a UNIVERSITY OF NEW SOUTH WALES   (Australia)

Author keywords

Change; Clinical directorates; Culture; Doctors; Giddens; Hospitals; Leaders; Managers; Martin; Nurses; Observational research; Professional identities; Structure; Structuring; Tribalism; Weick

Indexed keywords

ARTICLE; CLINICAL ASSESSMENT; CULTURAL FACTOR; DECISION MAKING; EMPIRICAL RESEARCH; EMPIRICISM; HEALTH BEHAVIOR; HOSPITAL; HOSPITAL MANAGEMENT; OBSERVATIONAL STUDY; OCCUPATION; ORGANIZATIONAL THEORY; SOCIAL STRUCTURE;

AUSTRALIA; HOSPITAL ADMINISTRATION; HOSPITAL ADMINISTRATORS; HUMANS; MEDICAL STAFF, HOSPITAL; ORGANIZATIONAL CULTURE; ORGANIZATIONAL INNOVATION; PROFESSIONAL STAFF COMMITTEES;

EID: 33845435244     PISSN: 10653058     EISSN: None     Source Type: Journal    
DOI: 10.1007/s10728-006-0025-5     Document Type: Article

References (32)

1. Barley SR (1996) Technicians in theworkplace: ethnographic evidence for bringingwork into organisation studies. Adm Sci Q 41:404-441
2. Barley SR, Kunda G (2001) Bringing work back in. Organ Sci 12:76-95
3. Braithwaite J (1995) Organisational change, patient-focused care: an Australian perspective. Health Serv Manage Res 8(3):172-185
4. Braithwaite J (1999). Incorporating medical clinicians into management: an examination of clinical directorates. Sydney, Unpublished PhD thesis, University of New South Wales
5. Braithwaite J (2004) An empirically-based model for clinician-managers' behavioural routines. J Health Organ Manage 18(4):240-261
6. Braithwaite J (2006) Analysing social structural and cultural change in acute settings using a Giddens-Weick paradigmatic approach. Health Care Anal 14(2):91-102
7. Braithwaite J, Finnegan T, Graham E, Degeling P, Hindle D, Westbrook M (2004) How important are safety and quality for clinician-managers? Qualitative evidence from triangulated studies. Clin Governance: An Int J 9(1):34-41
8. Braithwaite J, Westbrook M (2004) A survey of staff attitudes and comparative managerial and nonmanagerial views in a clinical directorate. Health Serv Manage Res 17:141-166
9. Braithwaite J, Westbrook M (2005) Rethinking clinical organisational structures: an attitude survey of doctors, nurses and allied health staff in clinical directorates. J Health Serv Res Policy 10(1):10-17
10. Carlson S (1951) Executive behavior: a study of theworkload andworkingmethods of managing directors. Strombergs, Stockholm
11. Chantler C (1988) Guy's Hospital 1985-1988: a case study. King's Fund College International Fellowship, London
12. Degeling P (1993) Policy as the accomplishment of an implementation structure: Hospital restructuring in Australia. In: Hill M (ed) New agendas in the study of policy process. Harvester Wheatsheaf, New York, pp 25-56
13. Disken S, Dixon M, Halpern S, Shocket G (1990) Models of clinical management. Institute of Health Services Management, London
14. Giddens A (1976) New rules of sociological method. Heinemann, London
15. Giddens A (1979) Central problems in social theory. Macmillan, London
16. Giddens A (1984) The constitution of society: outline of a theory of structuration. University of California Press, Berkeley
17. Goffman E (1971) The presentation of self in everyday life. Penguin, Harmondsworth, Middlesex
18. Heyssel RM (1981) Faculty role in the competitive academic health center. General meeting of the association of academic health centres, Sept 30-Oct 3. Palm Springs
19. Heyssel RM, Gaintner JR, Kues, IW, Jones AA, Lipstein SH (1984) Special report: decentralised management in a teaching hospital. N Engl J Med 310:1477-1480
20. Martin J (2002) Organizational culture: mapping the terrain. Sage, Thousand Oaks, CA
21. Martin J, Frost P (1996) The organizational culture war games: a struggle for intellectual dominance. In: Clegg SR, Hardy C, Nord WR (eds) Handbook of organization studies. Sage Publications, London, pp 599-621
22. McDonald P (1991) The Los Angelos Olympic organizing committee: developing organizational culture on the short run. In: Frost P, Moore L, Louis M, Lundberg C, Martin J (eds.) Reframing organizational culture. Sage Publications, Newbury Park, CA, pp 26-38
23. Ouchi W, Wilkins A (1985) Organizational culture. Ann Rev Sociol 11:457-483
24. Rae C (1995) Clinical directorates. Brit J Hosp Med 53:231-232
25. Riordan J, Simpson J (1994) Getting started as a medical manager. Brit Med J 309:1563-1565
26. Stein L, Watts D, Howell T (1990) The doctor-nurse game revisited. N Engl J Med 322:546-549
27. Sweet S, Norman I (1995) The doctor-nurse relationship: a selective literature review. J Adv Nurs 22:165-170
28. Weick K (1979) The social psychology of organizing. Addison-Wesley, Reading
29. Weick K (1993) Sensemaking in organizations: small structures with large consequences. In: Murnighan J (ed) Social psychology in organizations: advances in theory and research. Prentice Hall, Englewood Cliff, NJ
30. Weick K (1995) Sensemaking in organizations. Sage, Thousand Oaks
31. Willcocks S (1993) Managerial effectiveness and the public sector: a health service example. Health Manpow Manage 19(4):14-18
32. Wolcott H (1995) Making a study 'more ethnographic.' In: Van Maanen J (ed) Representation in ethnography. Sage, Thousand Oaks, CA, pp 79-111