Can the public sector learn? The importance of patient focussed care in a NHS hospital trust

C. Howarth; F. Mueller; C. Harvey; Mike Dent; John Chandler; Jim Barry

Can the public sector learn? The importance of patient focussed care in a NHS hospital trust

C. Howarth, F. Mueller, C. Harvey, Mike Dent (Editor), John Chandler (Editor), Jim Barry (Editor)

Strathclyde Business School

Research output: Chapter in Book/Report/Conference proceeding › Chapter

Abstract

Case studies of New Public Management (NPM) in practice in the UK, exploring the enactment of NPM in its specific organizational contexts focusing on an NHS hospital trust. The meaning of NPM is negotiated and its impact on those working in the organization is explored. The book points to the complex, fluid and negotiated character of NPM, as well as its centrality in reconfiguring occupational identities and relations within public service organizations.

Original language	English
Title of host publication	Questioning the New Public Management
Publication status	Published - 2004

Keywords

hospitals
nhs
public management
public sector management
change management

Cite this

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