Access the full text.
Sign up today, get DeepDyve free for 14 days.
S. McCafferty, Iestyn Williams, D. Hunter, Suzanne Robinson, C. Donaldson, A. Bate (2012)
Implementing World Class Commissioning CompetenciesJournal of Health Services Research & Policy, 17
R. Miles, C. Snow (1992)
Causes of Failure in Network OrganizationsCalifornia Management Review, 34
B. Malby, K. Mervyn
Summary of the Literature to Inform the Health Foundation Questions
B. Malby, K. Mervyn
Networks‐ a Briefing Paper for The Health Foundation. Centre for Innovation in Health Management
R. Rosen, J. Mountford, G. Lewis, J. Shand, S. Shaw
Intragration in Action: Four International Case Studies
P. Plastrik, M. Taylor
Net gains: a handbook for network builders seeking social change
J. Pratt, D. Plamping, P. Gordon
Innovation and Public Services: Insights from Evolution
G. Martin, G. Currie, R. Finn (2009)
Leadership, Service Reform, and Public-Service Networks: The Case of Cancer-Genetics Pilots in the English NHSJournal of Public Administration Research and Theory, 19
R. Agranoff (2006)
Inside Collaborative Networks: Ten Lessons for Public ManagersPublic Administration Review, 66
E. Ferlie, L. Fitzgerald, S. Dopson, G. McGivern, M. Exworthy (2010)
Networks in health care : a comparative study of their management, impact & performance
M. Roland, R. Rosen (2011)
English NHS embarks on controversial and risky market-style reforms in health care.The New England journal of medicine, 364 14
B. Malby, K. Mervyn
Social Networks: An Additional Brief Literature Review for the Health Foundation
M. Seitanidi, A. Crane (2009)
Implementing CSR Through Partnerships: Understanding the Selection, Design and Institutionalisation of Nonprofit-Business PartnershipsJournal of Business Ethics, 85
David Thomas (2006)
A General Inductive Approach for Analyzing Qualitative Evaluation DataAmerican Journal of Evaluation, 27
K. Provan, Brint Milward (1999)
Do networks really work? A framework for evaluating public-sector organizational networks, 1999
B. Malby, M. Anderson‐Wallace, D. Archibald, C. Collison, S. Edwards, A. Constable, C. Dove
Supporting Networks that Improve the Quality of Healthcare. A Developmental Diagnostic Process to Support Network Development
E. Mendizabal, S. Hearn
Education in emergencies and reconstruction
NHS
NHS choices: about the NHS
C. Huxham, S. Vangen (2000)
Leadership In The Shaping And Implementation Of Collaboration Agendas: How Things Happen In A (Not Quite) Joined-Up WorldAcademy of Management Journal, 43
P. Armeni
La spesa sanitaria: composizione ed evoluzione
C. Pritchard, Mark Wallace (2011)
Comparing the USA, UK and 17 Western countries' efficiency and effectiveness in reducing mortalityJRSM Short Reports, 2
D. Hopkins, R. Higham (2007)
System leadership: mapping the landscapeSchool Leadership & Management, 27
Purpose – The largest organisation in the western world, the UK National Health Service (NHS), might be best viewed as a network of interdependent organisations. However, the public has only recently begun to see it as a living network. Public reforms and financial crises have increased the need for professionals to innovate and improve their role. The overarching question is how this new clinical leadership can positively affect the functioning of the system and its performance. Therefore, the purpose of this paper is to clarify how leaders can be most effective in managing health networks. Design/methodology/approach – A pragmatic approach was taken because of the topical and strategic importance of networks and leadership in the current climate, and hence a need for greater understanding of this largely unknown phenomenon. A focus group interview with Organisational Development experts from the Centre for Innovation and Health Management (CIHM) at Leeds University Business School was followed by three scoping reviews and high‐level follow‐up conversations with CIHM members, network leaders from the NHS and third sectors. Findings – Issues that have emerged include: how networks are designed; which factors enhance its likelihood of success and predicate its failure; discussions of illuminating effective leadership. Research limitations/implications – The Stories of Effective Leadership Networks were provided by the network founders, who may have sought to emphasise the benefits (as opposed to downside) of their network. An ideal scenario would have been the inclusion of patients and carers and perhaps administrative staff to reduce bias. Originality/value – Considering the limited evidence base from the literature about medical leadership for network management, the involvement of network leaders and the ability to draw‐upon CIHMs knowledge and expertise has been fundamental for determining lessons that may enhance the leadership function of the UK's health system network.
International Journal of Leadership in Public Services – Emerald Publishing
Published: Feb 15, 2013
Keywords: Leadership; Innovation; Networks; Healthcare; NHS; Outcomes
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.