Organizational change in the National Health Service: lessons from the staff

Strategic Change

Volumn 17, Issue 7-8, 2008, Pages 251-267

  Marshall, Joe ^a   Olphert, Anne Maria ^b  

^a UNIVERSITY OF DERBY   (United Kingdom)

^b Mansion House   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 85015941449     PISSN: None     EISSN: 10991697     Source Type: Journal    
DOI: 10.1002/jsc.831     Document Type: Article

References (46)

1. Appelbaum SH, Gandell J, Shapiro BT, Belisle P, Hoeven E. 2000. Anatomy of a merger: behaviour of organizational factors and processes throughout the pre- during post-stages (part 2). Management Decision 38(10): 674–684.
2. Baruch Y, Winklemann-Gleed A. 2002. Multiple commitments: a conceptual framework and empirical investigation in community Health Service Trust. British Journal of Management 13: 337–357.
3. Baskin K, Goldstein J, Lindberg C. 2000. Merging, de-merging, and emerging at Deaconess Billings Clinic. Physician Exec 26: 20–25.
4. Bediako S. 2002. Impact of downsizing on employees of community health-care service organizations. Leadership in Health Services 15(1): 1–6.
5. Bellou V. 2007. Psychological contract and assessment after a major organizational change. The case of mergers and acquisitions. Employee Relations 29(1): 66–88.
6. Bryman A. 1988. Quantity and Quality in Social Research. Unwin Hyman: London.
7. Bryman A, Bell E. 2003. Business Research Methods. Oxford University Press: Oxford.
8. Carleton K. 1997. Cultural due diligence. Training 34: 67–80.
9. Cormack DFS. 1996. The Research Process in Nursing, 3rd edn. Blackwell Science: Oxford.
10. Cortvriend P. 2002. Living through Organisational Change: The experiences of NHS staff. Manchester Centre for Healthcare Management: Manchester.
11. Coyle-Shapiro J, Kessler I. 2000. Consequences of the psychological contract for the employment relationship: a large scale survey. Journal of Management Studies 37: 904–930.
12. Dawson P. 2003. Understanding Organisational Change: The Contemporary Experience of People at Work. SAGE Publications: London.
13. Denis J-L, Lomas J. 2003. Convergent evolution: the academic and policy roots of collaborative research. Journal of Health Services Research and Policy 8(2): 1–5.
14. Dickinson H, Peck E, Smith J. 2006. Leadership in organisational transition — what can we learn from research evidence? University of Birmingham, Health Services Management Centre: Institute for Innovation and Improvement.
15. DOH. 2000. The NHS Plan: A plan for investment, a plan for reform. The Stationery Office: London. Available at: www.dh.gov.uk [accessed 25 August 2006].
16. DOH. 2005. Commissioning a Patient-Led NHS: Human Resources Framework for SHA's and PCT's. Department of Health: London. Available at: www.dh.gov.uk [accessed 20 December 2006].
17. Fisher CD, Ashkanasy NM. 2000. The emerging role of emotions in work life: an introduction. Journal of Organizational Behaviour 21(2): 123–129.
18. Fitzgerald L, Ferlie E, Wood M, Hawkins C. 1999. Evidence into practice? An exploratory analysis of the interpretation of evidence. In Organisational Behaviour in Health Care: The Research Agenda, Mark A, Dopson S (eds). Macmillan: London; 189–206.
19. Flick U. 1998. An Introduction to Qualitative Research. SAGE Publications: London.
20. Gershon P. 2004. Releasing Resources to the Front Line: Independent Review of Public Sector Efficiency. HM Stationary Office: London.
21. Iles V, Sutherland K. 2001. Organisational Change. A review for healthcare managers, professionals, and researchers. Managing change in the NHS. NCCSDO: London.
22. Jones C. 2005. An investigation into whether there is a causal link between merger-related activity and attrition, over two years after a four-NHS hospital trust merger. Unpublished MA (HRM) thesis, Manchester MMU.
23. Lincoln YS, Guba E. 1985. Naturalistic Enquiry. Sage: California.
24. Lipponen J, Olkkonen M, Moilanen M. 2004. Perceived procedural justice and employee responses to an organizational merger. European Journal of Work and Organizational Psychology 13(3): 391–413.
25. Marks ML, Mirvis PH. 1992. Rebuilding after the merger: dealing with survivor sickness. Organizational Dynamics 21(2): 18–33.
26. Marshall C, Rossman GB. 1999. Designing Qualitative Research, 3rd edn. SAGE Publications: London.
27. McBain R. 2005. Organisational commitment. Manager Update 17(1): 23–33.
28. Meyer JP, Allen NJ. 1997. Commitment in the Workplace: ‘Theory, Research and Application’. Advanced Topics in Organizational Behavior. Sage: Thousand Oaks, CA.
29. Michie S, West MA. 2004. Managing people and performance: an evidence based framework applied to health service organisations. International Journal of Management Reviews 5/6(2): 91–111.
30. Michie S, Wren B, Williams S. 2004. Reducing hospital absenteeism in hospital cleaning staff: pilot of a theory based intervention. Occupational and Environmental Medicine 61: 345–349.
31. NHS Choices. 2007. http://www.nhs.uk/aboutnhs/howtheNHSworks/Pages/HowtheNHSworks.aspx [accessed 25 June 2007].
32. O'Connor EJ, Fiol, CM. 1997. Creating a roadmap for creating change. Culture shift: A leader's guide to managing change in healthcare. Amcrican Hospital Publishing, Inc.: Chicago.
33. Pettigrew A, Ferlie E, McKee L. 1992. Shaping strategic change — the case of the NHS in the 1980s. Public Money & Management 12(3): 27–31.
34. Pritchett P, Robinson D, Clarkson R. 1997. After the Merger. The authoritative guide for integration success. McGraw-Hill: London.
35. Remenyi D, Williams B, Money A, Swartz E. 1998. Research in Business and Management: An introduction to process and method. SAGE Publications: London.
36. Robinson SL, Morrison EW. 1995. Psychological contracts and OCB: the effect of unfulfilled obligations on civic virtue. Journal of Organizational Behaviour 16: 289–298.
37. Seale C. 1999. The Quality of Qualitative Research. SAGE Publications: London.
38. Shaw J. 2002. Tracking the merger: the human experience. Health Services Management Research 15: 211–222.
39. Tapsell S. 1998. The challenges of change and the fear of unknown. Management 45(7): 60.
40. Terry DJ, Jimmieson NL. 2003. A stress and coping approach to organisational change: evidence from three field studies. Australian Psychologist 38(2): 92–101.
41. Transfield D, Denyer D, Smart P. 2003. Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management 14(3): 207–222.
42. Walshe K. 2003. Foundation hospitals: a new direction for NHS reform? Journal of the Royal Society of Medicine 96(Mar): 106–110.
43. Weber Y. 1996. Corporate cultural fit and performance in mergers and acquisitions. Human Relations 49(9): 9–25.
44. Wilson DC, Rosenfeld RH. 1990. Managing Organisations. Text, Readings and Cases. McGraw-Hill: Berkshire.
45. Winchester D, Bach S. 1995. The state: the public sector. In Industrial Relations: Theory and Practice in Britain, Edwards P (ed.). Blackwell: Oxford.
46. Worrall L, Cooper CL. 2002. The impact of organisational change on the experiences and perceptions of UK managers from 1997–2000. University of Wolverhampton, Management Research Centre.