Special Interest Group in Healthcare Organization and Management
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1 British Academy of Management Special Interest Group in Healthcare Organization and Management Background With around 1.3 million employees in England, the British National Health Service (NHS) is one of the largest organizations on the planet. Since its creation in 1948, it has been the subject of ongoing political intervention and media scrutiny, in the interests of finding appropriate cost- and medically-effective ways to organize and to deliver a range of services. One of the latest interventions was the ten-year programme of modernization launched in 2000, to develop a more patient-oriented service. That programme has been described as the largest organization development initiative ever undertaken, in any sector, anywhere. Indeed, it is perhaps surprising that the Academy did not already have a Special Interest Group focusing on this sector. There are a number of healthcare management centres in existence, but they tend to have a public policy focus, and draw primarily on a critical sociological perspective. Part of the rationale for this Special Interest Group proposal is to develop a multi-disciplinary focus on organizational and management issues, as a platform for developing understanding and practice, and also for informing policy where appropriate. Healthcare can claim a number of distinctive properties, generating special conditions and problems. It is a multi-professional organization in which managers are not the most powerful stakeholders, and where change cannot be directed without the prior approval of other professional groupings (although some commentators argue that professional autonomy is being eroded by government reforms). Because the service has an annual budget of over 90 billion, funded by taxation, healthcare is constantly on the macropolitical agenda and under the media gaze. In this climate, even small incidents can have major repercussions on policy and practice. The service is thus under constant pressure for rapid and radical change, or modernization, and while this creates tensions for those employed in the service, this creates a valuable living laboratory for the study of change, from which other sectors can doubtless learn. It is however apparent that, with respect to other sectors, these distinctive properties are more often differences in degree than differences in kind. The substance of organizational changes in healthcare are often complex. For example, to meet the two week wait target for patients with suspected cancers to see a specialist consultant, hospitals and primary care organizations have implemented a series of changes in new technology, facilities, processes, and patient information and support, affecting roles and role boundaries (lead clinicians, specialist nurses, team co-ordinators), goals (waiting times), micro-organization structures (multi-disciplinary teams and regional groups), macroorganization structures (collaborative networks), patient pathways (improved interorganizational co-ordination), and medical practice (booking and pooling patients, relocating surgical procedures). The achievement of what appear to be simple goals in healthcare often requires complex patterns of change. It is also noteworthy that, through research governance guidelines, introduced in 2001, the NHS developed what has become a benchmark system for the ethical scrutiny of research proposals, including those which only involve staff, and have no direct patient involvement. Healthcare organization and management research is also a meeting place for disciplines whose contributions are not well integrated, and where complementarities are not always effectively exploited. Finally, interest in healthcare management is global, but cross-cultural comparative studies are relatively rare.
2 While the case for a distinct SIG, focusing on healthcare, with a broad multi-disciplinary perspective on organization and management issues, is relatively easy to establish, there is inevitable overlap with other groups, particularly with the SIG Public Management and Governance. Such overlaps in terms of research agendas, priorities, and themes are likely to be limited, and it will be productive to keep under review the opportunities for joint events in areas where interests do appear to coincide. The healthcare sector is of course not wholly defined by the NHS, and the scope of this SIG in Healthcare Organization and Management will encompass private and voluntary sector providers, public-private partnerships, and the pharmaceuticals sector. This SIG will seek to establish and to build on links with other related groups, where we already have co-memberships, such as the Academy of Management Health Care Management Division, and the Society for the Study of Organizing in Healthcare (SSOH). We feel that it is important for healthcare organization and management research to have a significant presence within the British Academy of Management, in order to widen access to these other complementary groups and networks for Academy members, in addition to providing a platform for healthcare research that is not necessarily congruent with the agendas of those other bodies. Objectives 1. To act as a forum for mutual updating and for sharing research experience, findings, methods, and ideas, for new faculty and experienced researchers, and for doctoral students in this broad field. 2. To promote the development of novel research agendas, using an innovative range of mixed methods and interdisciplinary perspectives as appropriate. 3. To promote inter-institutional collaboration, domestic and international, and to provide a platform for the establishment of international links and comparative studies. 4. To encourage the development of joint publications with group membership contributions, including journal papers and books. These objectives will be achieved in three main ways, in addition to contributions to the BAM website and Newsletter: Organization of a BAM Annual Conference Track in Healthcare Organization and Management. One open workshop per annum, with guest speakers combined with opportunities for networking. One themed workshop per annum, based on the submission of members ideas, focusing on a topic of interest to a significant number of members, exploring research questions, methods, findings, and implications for practice and policy. 2
3 Membership (June 2009) Dr Rachael Addicott, Senior Researcher, King s Fund, London Dr Juan Baeza, King s College London Greg Bamber, Professor of Employment Relations, Monash University, Victoria, Australia Dr David Bamford, Senior Lecturer in Operations Management, Manchester Business School Paul Bate, Emeritus Professor, Royal Free & University College Medical School, University College London Ruth Boaden, Professor of Service Operations Management, Manchester Business School David Buchanan, Professor of Organizational Behaviour, Cranfield School of Management Roger Cowell, Knowledge Broker, Centre for Innovation in Health Management, University of Leeds Graeme Currie, Professor of Public Services Management, Nottingham University Business School Dr Carole Doherty, Lecturer in Health Care Management, University of Surrey Patrick Dawson, Professor of Management, School of Business, University of Aberdeen Dr Sue Dopson, Reader in Organizational Behaviour, Oxford Said Business School Jane Farmer, Professor, UHI Millennium Institute, Centre for Rural Health, Inverness Ewan Ferlie, Professor of Public Services Management, Royal Holloway University of London Louise Fitzgerald, Professor of Organization Development, De Montfort University, Leicester Darren Green, Commercial Manager, Centre for Individual and Organizational Development, Sheffield Hallam University Janet Handley, Head of Department of Management, The Business School, University of Huddersfield Dr Martin Harris, Senior Lecturer and Director of Teaching and Learning, Department of Accounting, Finance and Management, University of Essex Dr Janet Harvey, Assistant Director CRSP, Social Sciences, University of Loughborough Dr Jacky Holloway, Senior Lecturer and Head of Centre for Public Leadership and Social Enterprise, Open University Business School Dr Paula Hyde, Senior Lecturer in Leadership and Experiential Learning, Manchester Business School 3
4 Dr Joe Jaina, Senior Lecturer in Organizational Behaviour, Cranfield School of Management Martin Kitchener, Professor of Health Organization and Policy Studies, Cardiff Business School Sue Llewellyn, Professor of Public Sector Management, Manchester Business School John Loan-Clarke, Senior Lecturer in Organizational Development, Loughborough University Marie McHugh, Professor of Organizational Behaviour, University of Ulster, Newtownabbey Lorna McKee, Professor of Management, University of Aberdeen Becky Malby, Director, Centre for Innovation in Health Management, University of Leeds Professor Graeme Martin, Director, Centre for Reputation Management through People, University of Glasgow Jill Newman, Head of Modernisation, North East Wales NHS Trust and Executive DBA Student, Cranfield School of Management Dr Janice Osbourne, Research Fellow, Cranfield School of Management Dr Emma Parry, Research Fellow in Organization Studies, Cranfield School of Management Dr Colin Pilbeam, Senior Research Fellow, Cranfield School of Management Catherine Pope, Reader in Health Services Research, School of Health Sciences, University of Southampton Dr Jean Roberts, Senior Lecturer in Health Informatics, University of Central Lancashire Professor Jill Schofield, Somers Chair of Health Care Management, The University of Edinburgh Business School Artur Steinerowski, Research Assistant, Centre for Rural Health Sciences, Inverness John Storey, Professor of Human Resource Management, Open University Business School Roy Stratton, Senior Lecturer in Operations Management, Nottingham Business School Mike Wallace, Professor of Public Management, Cardiff Business School 4
5 Committee* Co- Convenors Events coordinator Treasurer Website administrator Student representative David Buchanan Cranfield School of Management Louise Fitzgerald Manchester Business School Roy Stratton Nottingham Business School Jill Newman (Exec DBA) Cranfield School of Management * These roles have been filled initially by a combination of invitation and volunteers. Once this SIG is fully established, it will be appropriate to introduce an open and democratic procedure for filling these positions, and to develop clearer statements of roles and responsibilities. Contact information David A. Buchanan Professor of Organizational Behaviour Cranfield University School of Management Cranfield, Bedfordshire, MK43 0AL T: x 3481 E: David.Buchanan@Cranfield.ac.uk 5
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