Journal of Management in Medicine: Volume 9 Issue 2

Strategic marketing in the NHS: Kwik‐health NHS Trust

Angus W. Laing, Archie Galbraith

Unlike managers in most service organizations, hospital managers donot have significant control over the shape or cost of the serviceproduct or the manner of its delivery. Hence…

The impact of the NHS internal market on the merger of colleges of midwifery and nursing: Not just a case of putting the cart before the horse

Bernard Burnes, Mohamad Salauroo

Presents and discusses the findings from a research project intothe impact of the NHS internal market on the merger of colleges ofmidwifery and nursing. Begins by briefly…

Problems in the delivery of medical care to the frail elderly in the community

Gillian Craig

Describes how closure of hospital long‐stay wards for the frailelderly and their replacement by care in the community has led to amismatch of skills and patients. Restrictive…

Adapting a strategic management model to hospital operating strategies: A model development and justification

Kerry Swinehart, Thomas W. Zimmerer, Sharon Oswald

Industrial organizations have employed the process of strategicmanagement in their attempts to cope effectively with global competitivepressures, while attempting to build and…

A case of successful technology transfer to health care: Total quality materials management and just‐in‐time

Susan E. Heinbuch

Describes one approach to meeting the health‐care cost reductionchallenge through the hospital materials management function. Highlightsthe value of taking a proactive stance to…

Information strategy in the NHS:: issues and challenges

Justin Keen, Nicole Muris

There has been considerable discussion of the nature and scope ofinformation that purchasers and providers must acquire and use in thepost‐review NHS. Somewhat surprisingly, this…