Normal view MARC view ISBD view

Shaping strategic change : making change in large organizations : the case of the National Health Service / Andrew Pettigrew, Ewan Ferlie, Lorna McKee

Main Author Pettigrew, Andrew M., 1944- Coauthor Ferlie, Ewan, 1956-
McKee, Lorna
Country Reino Unido. Publication London : Sage, cop. 1992 Description X, 326 p. ; 24 cm ISBN 0-8039-8778-1 CDU 658.0:351.77 351.77:658.0
Tags from this library: No tags from this library for this title. Log in to add tags.
    average rating: 0.0 (0 votes)
Item type Current location Call number Status Date due Barcode Item holds
Monografia Biblioteca de Ciências da Educação
BCE 658.0:351.77 - P Available 109318
Total holds: 0

Enhanced descriptions from Syndetics:

"This is a scholarly work, extensively documented form cases derived from the NHS. The authors display vast knowledge of organizaitons and their natural resistance to change and the study is done in great detail . . . An extensive bibliography provides an exhaustive list of leading book and articles. . . This book is very relevant to the present Indian situation . . .This book will provide valuable reading for mangers and policymakers in private and public sector organizations and also for those who are studying strategic change in organizations." -Management and Labour Studies "The authors provide a balanced overview of a range of different literatures dealing with (elements of) strategic change processes. . . . Shaping Strategic Change covers a broad range of important issues that arise when managers try to affect change. . . . The study by Pettigrew and coauthors contributes to our understanding of how top-driven changes can be successfully implemented in large organizations. It does not provide simple recipes, but recognizes the complexity, indeterminism, and simultaneity of strategic change process. In this respect, the model of receptive and non-receptive contexts offers many interesting and provocative ideas to scholars in this area." --Organization Studies "The review of the literature is thorough; the case material is fascinating; the issue that the authors come to grips with--effecting change in the National Health Service--is important. . . . The book is worth reading. Researchers and students will find it useful." --Times Higher Education Supplement "The book is rich in empirical observation and in its range of conceptual references. It presents a worthwhile contribution tounderstanding strategic change." --Journal of Contingencies and Crisis Management "A thorough exercise that merits close study." --Long Range Planning In this major new book, Pettigrew, Ferlie, and McKee present their latest work on the processes and management of strate

Table of contents provided by Syndetics

  • Introduction
  • Understanding the Process of Organizational Change
  • Top-Down Restructuring
  • NHS General Management as an Institutional Reform
  • Managing Retrenchment
  • Rationalization and Redevelopment in the Acute Sector
  • Managing Uncertainty and Crisis
  • The Case of HIV//AIDS
  • Managing Major Change
  • Psychiatric Services
  • Some Aspects of Success
  • Mental Handicap Services
  • The Creation of New Organizations
  • Building the District General Hospital
  • Receptive and Non-receptive Contexts for Change

There are no comments for this item.

Log in to your account to post a comment.