Journal of Management in Medicine: Volume 14 Issue 3/4

Nursing managers, transformed or deformed? – A case study in the ideology of competency

Patrick Reedy, Mark Learmonth

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…

A qualitative evaluation of shared leadership barriers, drivers and recommendations

Sandra Jackson

Shared leadership is a management model based on the shared governance philosophy. Assumes those individuals or teams performing tasks are best equipped to provide meaningful…

A systems‐based methodology for structural analysis of health care operations

Charles B. Keating

This paper introduces a systems‐based methodology for conducting analysis of organizational structure for health care operations. Increasingly, health care organizations must…

Primary care organisation and management – Evidence from a total purchasing pilot

Keith Hurst, Stephen Harrison, Trevor Ride

This paper reports the experience of a single pilot in total primary care purchasing (TPP) between 1995 and 1997. The article’s structure is based on a framework created from the…

The construction of a network at Health Waikato – The “towards clinical budgeting” project

Alan Lowe

The purpose of this paper is to provide an explanation and understanding of developments in casemix and related information systems at a large regional hospital, Health Waikato…

Erratum

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/14684520010330319. When citing the…

Change‐promoting research for health care

Ljuba Bacharova