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The purpose of this paper is to explore the harassment of vulnerable women whose lives and experiences remain largely unseen in the era of #MeToo.

The paper draws from the sparse empirical literature as well as the more informal accounts provided by social justice organizations, investigative journalists and legal commentary about four spheres that have largely remained invisible: women in low-income housing, agricultural workers, janitorial workers and restaurant workers. It also reviews the surprising success stories that some of these groups have achieved and invite us to ponder what we can learn from them.

Farm workers, sub-minimum wage restaurant workers, single mothers and janitorial workers are several groups that were not highlighted by the current movement.

Highlighting the experiences of those who remain largely hidden in and from academic discourse and, more largely, the public eye enlarges the scope of knowledge and encourages further scholarly inquiry.

Combining the perspectives of scholar and social justice activist illuminates the depth and breadth of largely invisible classes of harassment victims and the potentially novel remedies they have initiated.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09513559710156689. When citing the article, please cite: Louise Fitzgerald, Yvon Dufour, (1997), “Clinical management as boundary management: A comparative analysis of Canadian and UK health-care institutions”, International Journal of Public Sector Management, Vol. 10 Iss: 1/2, pp. 5 - 20.

This paper seeks to present findings from a longitudinal action research study aimed at exploring one such innovation. Little is known about the micro‐level impact of health service innovations over time.

The paper shows that action research is a participatory approach ideally suited to monitoring the process and outcomes of change. Over 20 months, an action researcher studied the work of four interprofessional care co‐ordinators (IPCCs), whose role was intended to speed patient through‐put within a London teaching hospital general medical directorate. The action researcher kept regular participant observation field notes and supplemented these data with a profile of IPCC patients (n=407), in‐depth interviews (n=37) and focus groups (n=16) with staff. Throughout the study, findings were regularly fed back to participants to inform practice developments.

The findings in this paper show that, in spite of the original intention for this role to provide clerical support to the multidisciplinary team, over time the role shifted beyond its implementation into practice to take on more complex work from registered nurses. This raised actual and potential governance issues that were not attended to by service managers. A complex and turbulent context disrupted managers' and practitioners' abilities to reflect on and respond to these longer‐term role shifts.

This paper argues that the complex nature of the innovation and the setting in which it operated account for the role shift and the lack of attention to issues of governance. Current innovation literature suggests that implementation into routine practice represents the end‐point of an innovation's journey. These findings suggest that certain innovations may in fact continue to shift in nature even after this “end‐point”. The conclusions drawn are likely to be of global interest to those interested in complex health service innovations.

This article aims to examine tensions between hybrid clinician managers' professional values and health care organisations' management objectives.

Data are from interviews conducted with, and observation of, 14 managerial participants in a Cancer Therapy Unit set in a large teaching hospital in New South Wales, Australia, who participated in a Clinical Leadership Development Program.

The data indicate that there are tensions experienced by members of the health care organisation when a hybrid clinician manager appears to abandon the managerial role for the clinical role. The data also indicate that when a hybrid clinician manager takes on a managerial role other members of the health care organisation are required concomitantly to increase their clinical roles.

Although the research was represented by a small sample and was limited to one department of a health care organisation, it is possible that other members of health care organisations experience similar situations when they work with hybrid clinician managers. Other research supports the findings. Also, this paper reports on data that emerged from a research project that was evaluating a Clinical Leadership Development Program. The research was not specifically focused on organisational professional conflict in health care organisations.

This paper shows that the role of the hybrid clinician manager may not bring with it the organisational effectiveness that the role was perceived to have. Hybrid clinician managers abandoning their managerial role for their clinical role may mean that some managerial work is not done. Increasing the workload of other clinical members of the health care organisation may not be optimal for the health care organisation.

Organisational professional conflict, as a result of hybridity and divergent managerial and clinical objectives, can cause conflict which affects other organisational members and this conflict may have implications for the efficiency of the health care organisation. The extension or duality of organisational professional conflict that causes interpersonal or group conflict in other members of the organisation, to the authors' knowledge, has not yet been researched.

The purpose of this paper is to examine human resource development (HRD) in the UK National Health Service (NHS), and particularly in two Welsh NHS Trusts, to help illuminate the various ways in which learning, training and development are talked about. The NHS is a complex organisation, not least with its recent devolution and separation into the four distinct countries of the UK. Within this, there are multiple and often conflicting approaches to human resource development associated with the various forms of employee, professional (nursing, medical etc.), managerial and organisational development. How people are developed is crucial to developing a modern health service, and yet, with the diverse range of health workers, HRD is a complex process, and one which receives little attention. Managers have a key role and their perceptions of HRD can be analysed through the discursive resources they employ.

From an interpretivist stance, the paper employs semi‐structured interviews with seven Directorate‐General Managers, and adopts discourse analysis to explore how HRD is talked about in two Welsh NHS Trusts.

The paper finds some of the different discourses used by different managers, including those with a nursing background and those without. It examines how they talk about HRD, and also explores their own (management) development and the impact this has had on their sense of identity.

The paper highlights some of the tensions associated with HRD in the NHS, including ambiguities between professional and managerial development, the functional and physical fragmentation of HRD, conflict between a focus on performance/service delivery and the need to learn, discursive dissonance between the use of the terms training and learning, a delicate balance between “going on courses” and informal, work‐related learning, inequities regarding “protected time” and discourses shifting between competition and cooperation. These tensions are exposed to help develop a shared understanding of the complexities of HRD within the NHS. The paper concludes with a summary of the different discursive resources employed by senior managers to articulate and accomplish HRD. These are “surfaced” to enable managers and HRD practitioners, amongst others, to construct common repertoires and shared meaning.

The purpose of this paper is to show that networks are emerging as a new, innovative organisational form in the UK public sector. The emergence of more network‐based modes of organisation is apparent across many public services in the UK but has been particularly evident in the health sector or NHS. Cancer services represent an important and early example, where managed clinical networks (MCNs) for cancer have been established by the UK National Health Service (NHS) as a means of streamlining patient pathways and fostering the flow of knowledge and good practice between the many different professions and organisations involved in care. There is very little understanding of the role of power in public sector networks, and in particular MCNs. This paper aims to explore and theorise the nature of power relations within a network model of governance.

The paper discusses evidence from five case studies of MCNs for cancer in London.

The findings in this paper demonstrate that a model of bounded pluralism can be used to understand power relations within London MCNs. However, power over the development of policy and strategic direction is instead exerted in a top‐down manner by the government (e.g. Department of Health) and its associated national bodies.

The paper supports the argument that the introduction of rhetoric of a more collaborative approach to the management of public services has not been enough to destabilise the embedded managerialist framework.

This paper uses empirical data from five case studies of managed clinical networks to theorise the nature of power relations in the development and implementation of network reform in cancer services. Also, there is limited understanding of the nature of power relations in network relationships, particularly in relation to the public sector.

The aim of this chapter is to apply a Feminist Social Constructionist (FSC) epistemological stance to the analysis of the literature on sexual harassment and aggression in the workplace. Research demonstrates that institutions and their policies are ineffective in addressing sexual harassment and that, for the most part, perpetrators are not sanctioned. This chapter deconstructs the ways in which Canadian policies and systemic variables serve to silence victims of workplace abuse and, consequently, protect perpetrators. To this end, we review the definition, legislation and policies related to sexual harassment. Next, factors that lead to risk, reporting and silencing are assessed. As well, organizational responses are analysed to identify institutional factors that result in creating environments that serve to perpetuate sexism, and the resulting victimization of workers with little to no change in the number of perpetrators being implicated.

Focuses on the critical role played by professionals in the management of health‐care institutions in the UK and Canada. Using empirical data, examines the structural models of clinical management, the roles of clinical managers and their relationships with colleague professionals. Compares the approaches taken in the UK and Canada, and explores issues of context, history and relative power. Questions the extent to which professionals are losing autonomy to other professions and management. In particular examines whether the sharing of power inter‐professionally may lead to greater, overall collective professional autonomy. Develops themes of the contextual influences on the process of change, and whether professionals are more effectively managed by internal or external processes of control.