Table of contents
Management of organisational changes in a case of de‐institutionalisation
Stavros K. ParlalisThis paper seeks to explore the development of a discharge programme in one learning disability hospital in Scotland. The study aims to concentrate on organisational developmental…
Power in health care organizations: Contemplations from the first‐line management perspective
Ulla IsosaariThe aim of this paper is to examine health care organizations' power structures from the first‐line management perspective. What liable power structures derive from the…
Barriers to implementing health sector administrative decentralisation in Ghana: A study of the Nkwanta district health management team
E. Kojo Sakyi, J. Koku Awoonor‐Williams, Francis A. AdzeiThis paper aims to examine empirically the ways in which workforce knowledge and organisational factors of an implementing agency affected the implementation of health sector…
Culture in community pharmacy organisations: what can we glean from the literature?
Sally Jacobs, Darren Ashcroft, Karen HassellThe aim of this paper is to report on the findings of a systematic literature review‐seeking to elicit existing evidence of the nature of organisational culture in community…
Surviving multiple obligations through stimulation, autonomy, and variation
Elsmari Bergin, Carl SavageProfessionals in academic health centers (AMCs) face multiple obligations, such as those from research, teaching and clinical care. The purpose of this study is to explore and…
Project delivery in HIV/AIDS and TB in Southern Africa: The cross‐cultural management imperative
Frederik Claeyé, Terence JacksonThe purpose of this paper is to report the findings of a broad‐based study that initially investigated a possible gap in global inputs into the fight against HIV/AIDS and TB…
