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Shaping Health PolicyCase Study Methods and Analysis$
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Mark Exworthy, Stephen Peckham, Martin Powell, and Alison Hann

Print publication date: 2011

Print ISBN-13: 9781847427588

Published to Policy Press Scholarship Online: May 2012

DOI: 10.1332/policypress/9781847427588.001.0001

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Shaping strategic change: changing the way organisational change was researched in the NHS

Shaping strategic change: changing the way organisational change was researched in the NHS

Chapter:
(p.201) Thirteen Shaping strategic change: changing the way organisational change was researched in the NHS
Source:
Shaping Health Policy
Author(s):

Louise Locock

Sue Dopson

Publisher:
Policy Press
DOI:10.1332/policypress/9781847427588.003.0013

‘Shaping Strategic Change’ by Andrew Pettigrew, Ewan Ferlie, and Lorna McKee was published in 1992, a period when the combined effect of managerialist and marketising reforms was creating high turbulence in the history of the NHS. In the 1980s and 1990s, there were concerns about the ability of managers to overcome organisational inertia and traditional power relationships, and to embed new patterns of thinking and behaviour. Pettigrew et al. identified a strong academic tradition of scepticism about the chances of success for top-down institutional reform. They examined a series of eleven longitudinal case studies, illustrating different types of service (acute and priority group) and different types of change. To detect the kind of ‘substantial variability’ anticipated from the theoretical review, a specific set of methods was needed: a wide range of case studies, a focus on context and on impact, and a longitudinal approach.

Keywords:   organisational change, Andrew Pettigrew, Shaping Strategic Change, power relationships

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