TY  - JOUR
AB  - The NHS and Community Care Act instituted a fundamental split between the purchasers and providers of health care; shifting the NHS from a bureaucratic process driven organisation to one which is market led and output orientated. This paper explores cultural change and implementation strategies in a major first wave Trust. The case study is a story of struggle woven around the vision and determination of the Chief Executive to create a new style NHS through second order cultural change. The organisation has over 8,000 employees, many long servers with entrenched views and diverse professional backgrounds.
VL  - 15
IS  - 5/6
SN  - 0140-9174
DO  - 10.1108/eb028234
UR  - https://doi.org/10.1108/eb028234
AU  - Thorne Marie
PY  - 1992
Y1  - 1992/01/01
TI  - Transforming the Culture of the NHS: Vision, Paradox and Metalogic
T2  - Management Research News
PB  - MCB UP Ltd
SP  - 42
EP  - 43
Y2  - 2024/04/16
ER  -