{"title":"分析卫生保健组织中的环境","authors":"E. Ferlie","doi":"10.1093/OSO/9780198805304.003.0012","DOIUrl":null,"url":null,"abstract":"This chapter reprises and reflects on Pettigrew, Ferlie, and McKee’s Shaping Strategic Change (1992), which analyzed processes of strategic change in the health care sector in England, based on a set of eight comparative and longitudinal case studies of management teams in English District Health Authorities attempting to accomplish large-scale service-level change. Further, it derived a more general and inductive model of receptive and nonreceptive contexts for change. The strengths and the limitations of this text are considered, along with a possible contemporary research agenda. Present day conditions for such research projects may not be as favorable as they were then.","PeriodicalId":287592,"journal":{"name":"Context in Action and How to Study It","volume":"13 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2019-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Analyzing Context in Health Care Organizations\",\"authors\":\"E. Ferlie\",\"doi\":\"10.1093/OSO/9780198805304.003.0012\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"This chapter reprises and reflects on Pettigrew, Ferlie, and McKee’s Shaping Strategic Change (1992), which analyzed processes of strategic change in the health care sector in England, based on a set of eight comparative and longitudinal case studies of management teams in English District Health Authorities attempting to accomplish large-scale service-level change. Further, it derived a more general and inductive model of receptive and nonreceptive contexts for change. The strengths and the limitations of this text are considered, along with a possible contemporary research agenda. Present day conditions for such research projects may not be as favorable as they were then.\",\"PeriodicalId\":287592,\"journal\":{\"name\":\"Context in Action and How to Study It\",\"volume\":\"13 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2019-06-13\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Context in Action and How to Study It\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1093/OSO/9780198805304.003.0012\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Context in Action and How to Study It","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1093/OSO/9780198805304.003.0012","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
This chapter reprises and reflects on Pettigrew, Ferlie, and McKee’s Shaping Strategic Change (1992), which analyzed processes of strategic change in the health care sector in England, based on a set of eight comparative and longitudinal case studies of management teams in English District Health Authorities attempting to accomplish large-scale service-level change. Further, it derived a more general and inductive model of receptive and nonreceptive contexts for change. The strengths and the limitations of this text are considered, along with a possible contemporary research agenda. Present day conditions for such research projects may not be as favorable as they were then.
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