All Outputs (6)

Clinicians and the Governance of Hospitals: a cross-cultural perspective on relations between profession and management (2006)
Journal Article
Degeling, P., Zhang, K., Coyle, B., Xu, L., Meng, Q., Qu, J., & Hill, M. (2006). Clinicians and the Governance of Hospitals: a cross-cultural perspective on relations between profession and management. Social Science & Medicine, 63(3), 757-775. https://doi.org/10.1016/j.socscimed.2006.01.034

This paper explores similarities and differences in the value stances of clinicians and hospital managers in Australia, England, New Zealand and China, and provides some new insights into how we theorise about the health profession and its relations... Read More about Clinicians and the Governance of Hospitals: a cross-cultural perspective on relations between profession and management.

Making clinical governance work (2004)
Journal Article
Degeling, P., Maxwell, S., Iedema, R., & Hunter, D. (2004). Making clinical governance work. eBMJ (London), 329(7467), 679-681. https://doi.org/10.1136/bmj.329.7467.679

Clinical governance has been described as "by far the most high-profile vehicle for securing culture change in the new NHS."1 However, the government's past preoccupation with delivery and top down performance management has undermined its developmen... Read More about Making clinical governance work.

Leadership for the systemization of Health Care: the unaddressed issue in health care reform (2004)
Journal Article
Degeling, P., & Carr, A. (2004). Leadership for the systemization of Health Care: the unaddressed issue in health care reform. Journal of Health Organization and Management, 18(6), 399-414. https://doi.org/10.1108/14777260410569975

The case literature strongly suggests that both in England and in Australia health care reforms have had very little impact in terms of “improved performance”. It is in the context of a perceived failure in the implementation of the reforms that an i... Read More about Leadership for the systemization of Health Care: the unaddressed issue in health care reform.

It's an Interesting Conversation I'm Hearing: the Doctor as Manager (2004)
Journal Article
Iedema, R., Degeling, P., Braithwaite, J., & White, L. (2004). It's an Interesting Conversation I'm Hearing: the Doctor as Manager. Organization Studies, 25(1), 15-33. https://doi.org/10.1177/0170840604038174

The aim of this article is to outline in discursive-linguistic terms how doctor-managers (or ‘physician-executives’ as they are termed in the USA) manage the incommensurate dimensions of their boundary position between profession and organization. In... Read More about It's an Interesting Conversation I'm Hearing: the Doctor as Manager.

Medicine, management, and modernisation: a “danse macabre”? (2003)
Journal Article
Degeling, P., Maxwell, S., Kennedy, J., & Coyle, B. (2003). Medicine, management, and modernisation: a “danse macabre”?. eBMJ (London), 326(7390), 649-652. https://doi.org/10.1136/bmj.326.7390.649

To break their destructive antagonism over issues of health service modernisation, doctors and managers should engage more directly with nursing and allied health professionals when responding to reform initiatives Edwards and Marshall have recently... Read More about Medicine, management, and modernisation: a “danse macabre”?.

The Structural Pre-Requisites for Clinical Leadership (2002)
Journal Article
Degeling, P., & Maxwell, S. (2002). The Structural Pre-Requisites for Clinical Leadership. Journal of clinical excellence, 4(3), 289-293

Following a critical review of the conceptual foundations of current calls for leadership, this paper assesses the extent to which the preconditions for clinical leadership are evident in healthcare settings. In detail, it examines how prevailing pro... Read More about The Structural Pre-Requisites for Clinical Leadership.