Willcocks, Stephen George (2011) Understanding strategy, change and leadership in UK health and social care. Journal of Integrated Care, 19 (6). pp. 23-32. ISSN 1476-9018
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Official URL: http://dx.doi.org/10.1108/14769011111191430
Purpose – This paper seeks to explore the relevance of strategy in health and social care. In particular, it aims to look at contrasting perspectives, generally related to either planned or emergent change.
Design/methodology/approach – The paper is literature based and conceptual and, as such, makes use of methods associated with a literature review. Evidence is utilised from a general literature search on strategy, alongside policy-specific and documentation.
Findings – A critical commentary on strategy in health and social care, from an historical perspective, is presented. It suggests that strategy in the context of recent reforms in health and social care is more likely to be characterised as emergent, and processual. It also offers an insight into the leadership implications of different approaches to strategy.
Originality/value – The paper makes a connection between general ideas about strategy and their relevance in a particular context, i.e. health and social care.
|Uncontrolled Keywords (separate with ;):||Change management; Collaboration versus competition; Leadership; Strategy|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
R Medicine > RA Public aspects of medicine
|Schools:||College of Business, Law & Applied Social Studies > Lancashire Business School|
|Deposited By:||Carmit Erez|
|Deposited On:||24 Jul 2012 07:54|
|Last Modified:||23 Feb 2015 12:51|
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