<i>Shaping strategic change</i>: changing the way organisational change was researched in the NHS

Louise Locock and Sue Dopson

in Shaping Health Policy

Published by Policy Press

Published in print October 2011 | ISBN: 9781847427588
Published online May 2012 | e-ISBN: 9781447305576 | DOI:
Shaping strategic change: changing the way organisational change was researched in the NHS

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‘Shaping Strategic Change’ by Andrew Pettigrew, Ewan Ferlie, and Lorna McKee was published in 1992, a period when the combined effect of managerialist and marketising reforms was creating high turbulence in the history of the NHS. In the 1980s and 1990s, there were concerns about the ability of managers to overcome organisational inertia and traditional power relationships, and to embed new patterns of thinking and behaviour. Pettigrew et al. identified a strong academic tradition of scepticism about the chances of success for top-down institutional reform. They examined a series of eleven longitudinal case studies, illustrating different types of service (acute and priority group) and different types of change. To detect the kind of ‘substantial variability’ anticipated from the theoretical review, a specific set of methods was needed: a wide range of case studies, a focus on context and on impact, and a longitudinal approach.

Keywords: organisational change; Andrew Pettigrew; Shaping Strategic Change; power relationships

Chapter.  6256 words. 

Subjects: Health, Illness, and Medicine

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