Shaping strategic change ‐ The case of the NHS in the 1980s |
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| Authors: | Andrew Pettigrew Ewan Ferlie Lorna McKee |
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| Institution: | 1. Professor of Organization Behaviour at University of Warwick;2. Director of the Centre for Corporate Strategy and Change , Warwick Business School;3. Associate Director of the Centre for Corporate Strategy and Change, Warwick Business School , University of Warwick;4. Consultant to Sandwell DHA working;5. Personal tutor on the General Management Training Scheme 1 , The University of Warwick |
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| Abstract: | This article explores the question of why the management of change has become an issue in the National Health Service (NHS). It reports the results of a study which explored reasons for variability in the observed rate and pace of strategic service change in the NHS. The metaphor of ‘receptive’ and ‘non‐receptive’ contexts for change is introduced and eight ‘signs and symptoms’ of receptivity outlined. Some examples are presented. These results give us a logic and language which may enable us to understand processes of change in the NHS. |
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