From ‘market umpires’ yo ‘relationship managers’?: The future of the NHS regional offices in a time of transition

Public Management Review

Volumn 4, Issue 1, 2002, Pages 3-22

  Kewell, Beth ^a   Hawkins, Chris ^b   Ferlie, Ewan ^c  

^a UNIVERSITY OF THE WEST OF ENGLAND   (United Kingdom)

^b UNIVERSITY OF WARWICK   (United Kingdom)

^c IMPERIAL COLLEGE LONDON   (United Kingdom)

Author keywords

Decentralization; Health care; Networks; Organizational transformation; Regional offices

Indexed keywords

EID: 84937389069     PISSN: 14719037     EISSN: 14719045     Source Type: Journal    
DOI: 10.1080/14616670110101663     Document Type: Article

References (47)

1. Abrahamson, E. (1991) ‘Managerial Fads and Fashions: The Diffusion and Rejection of Innovations’. Academy of Management Review, 16:3 pp586-612.
2. Ashburner, L., Ferlie, L. and Fitzgerald, L. (1996) ‘Organizational Transformation and Top-Down Change: The Case of the NHS’. British Journal of Management, 7:1 pp1-16.
3. Association of Cancer Physicians (1994) Review of the Pattern of Cancer Services in England and Wales, Southampton: Association of Cancer Physicians.
4. Best, L., Roderick, P., Johnson, P., Coates, B., Smith, J. and George, S. (2000) ‘Implementation of the Calman-Hine Framework for Cancer Services: a national survey of health authorities in England’. Unpublished manuscript, University of Southampton, UK.
5. Boyne, G. (1998) ‘Public Services under New Labour: Back to Bureaucracy?’. Public Money and Management, 18:1 pp43-50.
6. Bryman, A. (1989) Research Methods and Organization Studies, London: Unwin-Hyman Press.
7. Calman, K. and Hine, D. (1995) A Policy Framework for Commissioning Cancer Services, London: Department of Health.
8. Clarence, E. and Painter, C. (1998) ‘Public Services under New Labour: Collaborative Discourses and Local Networking’. Public Policy and Administration, 13, pp8-22.
9. Cm 3807 (1997) The New NHS: Modern, Dependable, London: HMSO.
10. Cm4818-I (2000) The NHS Plan: A Plan for Investment, A Plan for Reform. London: HMSO.
11. Day, P. and Klein, R. (1997) Steering but Not Rowing? The Transformation of the Department of Health: A Case Study, Bristol: The Polity Press.
12. Department of Health (1994) Review of the Wider Department of Health, London: Department of Health.
13. Dopson, S., Locock, L. and Stewart, R. (1997) Regional Offices in the New NHS: An Analysis of the Effects and Significance of Recent Changes. Working Paper, Oxford Healthcare Management Institute, Templeton College.
14. Dopson, S., Locock, L. and Stewart, R. (1999) ‘Regional Offices in the New NHS: An Analysis of the Effects and Significance of Recent Changes’. Public Administration, 77:1 pp91-110.
15. Exworthy, M., Powell, M. and Mohan, J. (1999) ‘The NHS: Quasi-market, Quasi-hierarchy and Quasi-network?’. Public Money and Management, October-December pp15-21.
16. Ferlie, E. and Pettigrew, A. (1996a) ‘Managing through Networks: Some Issues and Implications for the NHS’. British Journal of Management, 7: pp81-99.
17. Ferlie, E. and Pettigrew, A. (1996b) ‘The Nature and Transformation of Corporate Headquarters: A Review of Recent Literature and a Research Agenda’. Journal of Management Studies, 33:4 pp495-523.
18. Ferlie, E., Fitzgerald, L. and Wood, M. (2000) ‘Getting Evidence into Clinical Practice? An Organizational Behaviour Perspective’. Journal of Health Services and Policy, 5:2 pp96-102.
19. Ferlie, E., Pettigrew, A., Ashburner, L. and Fitzgerald, L. (1996) The New Public Management in Action, Oxford: Oxford University Press.
20. Flynn, R., Williams, G. and Pickard, S. (1996) Markets and Networks: Contracting in Community Health Services, Buckingham: Open University Press.
21. Freeden, M. (1999) ‘The Ideology of New Labour’. Political Quarterly, 70 pp42-51.
22. Glaser, B. and Strauss, A. (1967) The Discovery of Grounded Theory: Strategies for Qualitative Research, Chicago, IL: Aldine.
23. Granovetter, M. (1985) ‘Economic Action and Social Structure: The Problem of Embeddedness’. American Journal of Sociology, 19:3 pp481-510.
24. Green, S. and Miles, B. (1998) ‘The Road to Better Cancer Care’. Health Management, April pp19-21.
25. Gulati, R. (1998) ‘Alliances and Networks’. Strategic Management Journal, 19: 293-317.
26. Ham, C. (1999) ‘The Third Way in Healthcare Reform: Does the Emperor have New Clothes?’. Journal f Health Services Research Policy, 4:3 pp159-64.
27. Harrison, S., Hunter, D., Marnoch, G. and Pollitt, C. (1992) Just Managing: Power and Culture in the National Health Service, Basingstoke: Macmillan.
28. Huxham, C. (1993) ‘Collaborative Capability: An Intra-organizational Perspective on Collaborative Advantage’. Public Money and Management, July-September pp21-8.
29. Jackson, P. M. and Stainsby, L. (2000) ‘The Public Manager in 2010: Managing Public Sector Networked Organizations’. Public Money and Management, January-March pp11-16.
30. Kerr, D. J., Griffiths, R. and Edwards, B. (1996) ‘Delivering Cancer Care: A Model from the West Midlands’. British Journal of Cancer, 74 pp667-9.
31. Kickert, W. J. M. (1999) ‘Discussion of the Paper of Sandra Dawson and Charlotte Dargie’. Public Management, 1:4 pp483-7.
32. Kickert, W. J. M., Klijn, E. H. and Koppenjan, J. F. M. eds (1997) Managing Complex Networks, London: Sage Publications.
33. Klijn, E.-H. and Koppenjan, J. (2000) ‘Public Management and Policy Networks’. Public Management, 2:2 pp135-58.
34. Le Grand, J. and Bartlett, W. (1993) Quasi-markers and Social Policy, Basingstoke: Macmillan.
35. Locock, L. and Dopson, S. (1999) ‘The Three in One and the One in Three: Changing Relations between the Centre and Field in the NHS in the UK’. Public Management, 1:1 pp27-29.
36. Lunt, N., Mannion, R. and Smith, P. (1996) ‘Economic Discourse and the Market: The Case of Community Care’. Public Administration, 74 pp369-91.
37. Mays, N., Mulligan, J. A. and Goodwin, N. (2000) ‘The British Quasi-market in Healthcare: A Balance Sheet of Evidence’. Journal of Health Service Research Policy, 1 pp49-58.
38. Millar, B. (1997) ‘The Stakes are High’. Health Service Journal, 24 April pp1-4.
39. Pettigrew, A. (1995) ‘Longitudinal Field Research on Change: Theory and Practice’ in G. Huber and A. H. Van de Ven (eds) Longitudinal Field Research Methods. California: Sage Publications.
40. Report of an Independent Review of Specialist Services in London (1993) Cancer, London: HMSO.
41. Rhodes, R. (1997) ‘From Marketization to Diplomacy: It’s the Mix that Matters’. Public Policy and Administration, 12 pp31-50.
42. Rhodes, R. A. W. and Marsh, D. (1992) ‘New Directions in the Study of Policy Networks’. European Journal f Political Research, 21 pp181-205.
43. Richards, M. A. (1997) ‘Calman-Hine: Two Years On’. Palliative Care Medicine, 11 pp433-4.
44. Richards, M. and J. Parrott, (1996) ‘Tertiary Cancer Services in Britain: Benchmarking Study of Activity and Facilities at 12 Specialist Centres’. BMJ, 313 pp347-9.
45. Selby, P. and Haward, R. (1998) ‘The Calman-Hine Proposals for Cancer: Where Are They Going?’. Hospital Medicine, 59:11 pp836-7.
46. Sikora, K. (1999) ‘Cancer Survival in Britain’. British Medical Journal, 319 pp461-2.
47. Strauss, A. and Corbin, J. (1990) Basics of Qualitative Research: Grounded Theory, Procedures and Techniques, London: Sage Publications.