This paper reports on the introduction of major change into a large group of hospitals. While the study acknowledges the need to cater for technological, structural and personnel aspects during the change process it concentrates on the human element. This is because it is the least predictable, and arguably the most critical, factor involved ‐ particularly in a hospital setting where key actors are subject to the potentially opposing pulls of organisational and professional membership.
McChesney, R., Carswell, L., Connolly, M., Erridge, A. and McAlister, D. (1992), "Introducing Strategic Change to a Hospital: A Case Study", Management Research News, Vol. 15 No. 5/6, pp. 35-36. https://doi.org/10.1108/eb028229
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