As health organisations across the globe face intense pressures, ‘managerialism’ and New Public Management (NPM) have replaced traditional healthcare management practices. In this study, our overall research question is: What are the effects of ‘managerialism’ and NPM on trust amongst nursing professionals in two British National Health Service (NHS) organisations? We explore this through a discourse analysis of interviews with 39 nurse professionals at various stages in their nurse and nurse managerial, ‘hybrid’, careers.
We focus on trust
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2. Baruah, J., Paulus, P. B. (2009). Enhancing Group Creativity: The Search for Synergy. In Elizabeth A. Mannix, Jack A. Goncalo, Margaret A. Neale (ed.) Creativity in Groups (Research on Managing Groups and Teams, Volume 12) Emerald Group Publishing Limited, pp. 29–56.
et al. (2013: 1) conclude that while ‘innovation is considered central to firms’ competitive advantage’, the area of management innovation ‘remains an under-researched topic’. Traditional conceptualisations of the firm, particularly the KBV, suggest that advantages ensue when firms focus on the acquisition and sharing of knowledge. I argue in this paper for an IBV that emphasises knowledge acquisition, often from external sources, followed by implementation.
Having set the scene, the paper now proceeds as follows. First, a literature review provides an overview
studies then allows factors to be highlighted that were present or absent in the successful and failed cases. The concluding analysis offers key observations on the factors that impact on the capacity of AH to generate mutual gains, the role of workplace partnership, and the importance of addressing over reliance on exemplar case studies in general.
Workplace partnership and mutual gains
Proponents of mutual gains argue that, while the interests of management and workers may diverge, there is also substantial overlap of interests for both and opportunities to create
Jiaju Yang, Tahir M Nisar and Guru Prakash Prabhakar
With the rapid process of industrialisation and globalisation in China, there has been a high demand for large-scale infrastructure construction including power stations, transportation facilities, water supply plants and sewage treatment plants. To implement infrastructure projects, it calls for substantial funds, advanced technology and effective management. However, due to insufficient financial resources and lack of relevant experience, the Chinese government is not able to meet the significantly increasing needs in business infrastructure
Employee engagement has become a major phenomenon in both academic and business domains over the last two decades as it i suggested that engaged employees not only more productive ( Hakanen and Koivumäki, 2014 ; Harter et al., 2013 ) but also experience better well-being both inside and outside the workplace ( Freeney and Fellenz, 2013a ; Hakanen and Peeters, 2015 ). The potential promise of mutual rewards for both parties in the employment relationship has led to management research devoting much attention to how an engaged workforce can be
( Churchill and Lewis, 1983 ; Greiner, 1972 ). Greiner proposes that growing firms move through five distinct phases characterised by the evolution of a specific management style, which is followed by a period of instability related to a specific management crisis. These development phases are believed to be path dependent (i.e. the cause and effect of the previous development phase). The logic underlying this argument is that a company’s understanding of its present development phase and management history is necessary to anticipate and meet the needs of future phases
an organisation is critical and according to Johansson (2004) creative success is most likely to occur where widely different ideas bump into each other. Cummings and Oldham (1997) find that organisations, which provide a supportive innovation context for creativity, tend to reap greater benefits from employees who are innately creative while Deci and Ryan (1985) find that management can motivate employees’ creativity. They note that support that pays attention to the employees’ needs enhances curiosity and work effort while simultaneously reducing their fear
Arthur Kearney, Denis Harrington and Felicity Kelliher
recovering economy, dynamic managerial capabilities are capabilities through which managers ‘build, integrate, and reconfigure organisational resources and competences’ ( Adner and Helfat, 2003 : 1020). One such capability is that of innovation management.
While innovation literature offers numerous definitions, Simpson (2001) offers a theory of microfirm innovation premised on the cognitive capability of the manager. The microfirm manager is argued to shape innovation, through the shaping of new products and services, the nature of which reflects degrees of the
technologies internationally; although many of the economic evaluation guidelines incorporate productivity costs ( Knies et al., 2010 ), there is no consensus within these guidelines as to what costing perspective should be adopted.
We aimed to use the FCA to measure cancer-related premature mortality costs in Ireland. Our study entailed the application of a conceptualisation of involuntary turnover costs rarely used in the management literature (FCA) and represents the first estimate of productivity costs associated with cancer-related premature mortality across multiple