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All Outputs (68)

Making health services management research critical: a review and a suggestion (2003)
Journal Article
Learmonth, M. (2003). Making health services management research critical: a review and a suggestion. Sociology of Health & Illness, 25(1), 93-119. https://doi.org/10.1111/1467-9566.00326

This piece reviews the qualitative research literature on NHS management published since 1990. It suggests that much of the established work in this field takes for granted managerial assumptions that are consequently not subjected to sustained criti... Read More about Making health services management research critical: a review and a suggestion.

How can we develop an evidence-based culture? (2002)
Book Chapter
Thompson, C., & Learmonth, M. (2002). How can we develop an evidence-based culture?. In J. Craig, & R. Smyth (Eds.), The evidence-based practice manual for nurses (211-239). Churchill Livingstone

NHS trust chief executives as heroes? (2001)
Journal Article
Learmonth, M. (2001). NHS trust chief executives as heroes?. Health Care Analysis, 9(4), 417-436. https://doi.org/10.1023/a%3A1013816919776

This paper presents a reading of the transcripts of interviews withNHS Trust Chief Executives. Using a poststructuralist understanding ofthe interviews, it privileges a reading that (ironically) represents these Chief Executives as heroes. Following... Read More about NHS trust chief executives as heroes?.

Thinking critically: the case of health policy research (2000)
Journal Article
Harding, N., & Learmonth, M. (2000). Thinking critically: the case of health policy research. Technology Analysis and Strategic Management, 12(3), 335-341. https://doi.org/10.1080/713698473

In this paper, we focus upon the recent work of one of health policy's leading academics. We then explore policy developments and show that where 'mainstream' health policy analysis implicitly supports the managerialization of health services, our cr... Read More about Thinking critically: the case of health policy research.

Nurse managers transformed or deformed? A case study in the ideology of competence (2000)
Journal Article
Reedy, P., & Learmonth, M. (2000). Nurse managers transformed or deformed? A case study in the ideology of competence. Journal of management in medicine, 14(3), 153-165. https://doi.org/10.1108/02689230010359165

Examines the ideological nature of competence-based approaches to the management training of nurse managers. Explores the transition required from a “clinical” identity to a managerial one. Employs Habermas’ theory of communicative action to analyse... Read More about Nurse managers transformed or deformed? A case study in the ideology of competence.

The National Health Service manager: engineer and father? A deconstruction (1999)
Journal Article
Learmonth, M. (1999). The National Health Service manager: engineer and father? A deconstruction. Journal of Management Studies, 36(7), 999-1012. https://doi.org/10.1111/1467-6486.00167

This paper presents the findings of deconstructing a short extract from a report written by a National Health Service Trust chief executive. Changes in National Health Service management since the early 1980s are briefly discussed. This is followed b... Read More about The National Health Service manager: engineer and father? A deconstruction.

Managerialism and public attitudes towards UK NHS managers (1997)
Journal Article
Learmonth, M. (1997). Managerialism and public attitudes towards UK NHS managers. Journal of management in medicine, 11(4), 214-221. https://doi.org/10.1108/02689239710177314

Presents the results of empirical work examining public attitudes towards UK NHS managers. The findings indicate a strong lack of sympathy for managers. Discusses possible explanations for these results. The preferred explanation is that NHS managers... Read More about Managerialism and public attitudes towards UK NHS managers.