Journal of Health Organization and Management: Volume 19 Issue 3

Tales of the unexpected?: Stirring things up in health care management

Mark Learmonth

Received wisdom about management and leadership in health care takes it for granted that better management is, by definition, a good thing. Aims to raise some doubts about this…

Shifting the balance of power?: Culture change and identity in an English health‐care setting

Ruth McDonald

A recurring theme in Government policy documents has been the need to change the culture of the NHS in order to deliver a service “fit for the twenty‐first century”. However, very…

Exhausting management work: conflicting identities

Jane Mischenko

The primary purpose of this paper is to critically explore managers' experience of work identity in the National Health Service (NHS).

A hermeneutic science: health economics and Habermas

Neil Small, Russell Mannion

Mainstream health economics labours under a misleading understanding of the nature of the topic area and suffers from a concomitant poverty of thinking about theory and method…

Examining leadership through critical feminist readings

Jackie Ford

This paper seeks to explore a critique of the limitations of mainstream leadership research and publications and offers a critical management analysis through drawing on a…

MMR – public policy in crisis: whose tragedy?

Laura Stroud

To explore the issues surrounding the falling rates of MMR vaccination following the publication of a controversial study by Wakefield et al.

The inception of the National Health Service: A daily managerial accomplishment

Nancy Harding

It is commonplace to talk of the UK's National Health Service (NHS) as having its inception in 1948 in an Act of Parliament which brought together many hundreds of widely…