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This book examines how healthcare organisations shape, adapt and resist developments in healthcare policy and practice. This is an international text bringing together contributions from around the globe and covers a wide range of different discussions in relation to the policy/practice gap.

The COVID-19 pandemic has led to radical transformations in the organisationand delivery of health and care services across the world. In many countries,policy makers have rushed to re-organise care services to meet the surge demandof COVID-19, from re-purposing existing services to creating new ¿field¿ hospitals.Such strategies signal important and sweeping changes in the organisation ofboth ¿COVID¿ and ¿non-COVID¿ care, whilst asking more fundamental questionsabout the long-term organisation of care ¿after COVID¿. In some contexts, thepandemic has exposed the fragilities and vulnerabilities of care systems, whilstin others, it has shown how services are organised to be more resilient andadaptive to unanticipated pressures. The COVID-19 pandemic presents a rare opportunity to examine empirically andto develop new theoretical frameworks on how and why health systems adapt tosuch unusual and intense pressures. International contributors consider howresponses to COVID-19 are transforming the organisation and governance ofhealth and care services and explore questions around strategic leadership atlocal, regional, national and transnational level. The book offers unique insightand analysis on the dynamics of policy-making, the organisation and governanceof care organisations, the role of technologies in governing, the changing role ofprofessionals and the possibilities for more resilient care systems.

In response this book features the latest research on organizational studies in healthcare and explores the relationship between strategic and organic change and what this means for the way we organize health work.

Healthcare managers, professionals and service users operate in an increasingly complex environment in terms of policy, regulation and governance arrangements. The policy process is becoming pluralised as competing narratives are drawn upon to influence practice. A wide range of contradictory and inconsistent policies are on offer to healthcare stakeholders, which ultimately results in a broad spectrum of responses, adaptations and improvisations throughout the process of policy implementation. The impact on managerial and professional practice is significant: Whilst some voices are suppressed or ignored, the complex nature of contemporary policy contexts can also help local actors exercise their agency and advance their agenda.This edited volume investigates how contemporary policy trends are influencing healthcare systems, organisations and professions and explores the various ways in which policy implementation could be enacted, resisted and reinvented by healthcare managers and professionals on the ground. It sheds light on the complex web of connections that exist between policy development (Part I), its translation into practice (Part II), and the activities of organisational leaders who are trying their best to make sense of ¿ and succeed in ¿ challenging policy contexts (Part III).

Comprising unique empirical contributions, drawn primarily from the experience of the UK National Health Service (NHS), this edited collection develops a 'decentred' analysis of health and care networks.

Patient-oriented approaches to healthcare management have been brought to the fore in recent years, yet this book underlines how even further change is needed in order to fully mobilise the experiential knowledge of patients, and ultimately improve our healthcare systems.

Patient-oriented approaches to healthcare management have been brought to the fore in recent years, yet this book underlines how even further change is needed in order to fully mobilise the experiential knowledge of patients, and ultimately improve our healthcare systems.

Reflecting the challenges and opportunities of achieving improvement in healthcare systems, the contributions of this innovative new text lend depth and nuance to an increasing area of academic debate.

Comprising unique empirical contributions, drawn primarily from the experience of the UK National Health Service (NHS), this edited collection develops a 'decentred' analysis of health and care networks.

This book brings together a variety of the best papers from an international research symposium on organisational behaviour in healthcare. Also including chapters from Australia, Canada and Europe, it is consciously international in perspective and aims to relate the public sector agenda as a comparator for developments in the US.

Managing Change is about implementing health care reforms, policies and programs into everyday practices. The book explores organizational change in health care as influenced by contemporary policy and management concepts, and presents and applies theoretical perspectives.

There are four core themes developed in this book which deal with critical issues, models, theories and frameworks. These expound understandings of patient centred care and the processes, practices and behaviours supporting its attainment: conceptions and cultures of patient-centred care, coordination, communication, innovation.

The fifth title in an ongoing series on organizational behaviour in health care. This edition reveals the handling of organizational politics, power and change as a core aspect of effective reorganizations and explores how health care management research relates to health policy in this politically charged arena.

This book showcases international research on health care organizations. It presents diverse and multidisciplinary approaches to studying differing health care settings, in international context. These approaches range from in depth observation to questionnaire based measures, investigating a spectrum of health care professionals.

This latest title in the series from the conference Organizational Behaviour in Health Care compiles examples of innovations within healthcare settings to provide valuable examples of what can be achieved through organizational change. It also considers cases where innovations were hindered, examining where theories and practices are falling short.

This book addresses the topic of leadership in healthcare. The book promotes Organisational Behaviour in Healthcare as a serious academic field that can provide insights of use to managers, professionals and policy makers in the healthcare area.

This innovative book analyses the evolving nature of leadership, exploring an ever-increasing range of theoretical concepts and applying these to practices within healthcare organisations.

In response this book features the latest research on organizational studies in healthcare and explores the relationship between strategic and organic change and what this means for the way we organize health work.