Pettigrew, Andrew, Ferlie, Ewan and McKee, Lorna (1992) Shaping Strategic Change: The Case of the NHS in the 1980s. Public Money and Management, 12 (3). pp. 27-33.
This article explores the question of why the management of change has become an issue in the National Health Service (NHS). It reports the results of a study which explored reasons for variability in the observed rate and pace of strategic service change in the NHS. The metaphor of ‘receptive’ and ‘non‐receptive’ contexts for change is introduced and eight ‘signs and symptoms’ of receptivity outlined. Some examples are presented. These results give us a logic and language which may enable us to understand processes of change in the NHS.
|Keywords:||change management; project management|
|Subject(s):||Strategy; Entrepreneurship & Global business|
|Centre:||Faculty of Strategy, Entrepreneurship and International Business|
|Date Deposited:||02 Dec 2011 18:30|
|Last Modified:||23 Oct 2015 14:06|
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