Bernard Dowling
Datos Biográficos
| ID | 1726237 |
|---|---|
| NOMBRE | Bernard Dowling |
| NOMBRES | Bernard |
| APELLIDO | Dowling |
| FIRMA | DOWLING B |
| AFILIACIONES | University of Manchester |
| VERIFICADO | No |
| TOTAL DE OBRAS | 6 |
| TOTAL DE CITAS | 22 |
| TOTAL COMO AUTOR | 6 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2004 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2009 |
| ÍNDICE H | 2 |
Is Evidence‐Based Organizational Innovation in the NHS a Chimaera – Or Just Elusive
Evidence‐based adoption of organizational innovations requires explicit definition of the outcomes the innovations are intended to produce. Implementation theory, however, suggests that organizational innovations are often politicized in the sense that the prospect of implementing them provokes conflicts of interests among the parties affected. Then the intended outcomes of the innovation are liable to be formulated ambiguously, misleadingly or n…
Towards Managed Primary Care
New Labour's Partnerships
The establishment of partnerships has been a central feature of British social welfare policy since 1997 when the New Labour government came to power. Although the academic attention given to partnership working since then has grown considerably, there have been few attempts to link conceptual models of partnerships with existing forms. This paper addresses this gap and finds that, while there are links between actual and model partnerships, ther…
Exit, voice, governance and user-responsiveness
Partnerships between health and social care under ‘New Labour’
English Since coming to power in 1997, the New Labour government has placed heavy emphasis on partnerships – between organisations, services and professionals – as the preferred means of delivering coordinated health and social care services. This article aims to provide a critical overview and synthesis of both the discourse and the practice associated with this policy imperative. First, it summarises the range of policies that have promoted hea…
Conceptualising successful partnerships
Partnership working has become a central feature of British social welfare policy since 1997. Although this development is applicable to all areas of public welfare, nowhere is it more evident than in the planning and provision of care that overlaps health and social services. The literature survey described in the present paper focused on research examining the impact of partnership working in these areas to assess the evidence concerning its ef…
New Labour's Partnerships
The establishment of partnerships has been a central feature of British social welfare policy since 1997 when the New Labour government came to power. Although the academic attention given to partnership working since then has grown considerably, there have been few attempts to link conceptual models of partnerships with existing forms. This paper addresses this gap and finds that, while there are links between actual and model partnerships, ther…
Exit, voice, governance and user-responsiveness
Is Evidence‐Based Organizational Innovation in the NHS a Chimaera – Or Just Elusive
Evidence‐based adoption of organizational innovations requires explicit definition of the outcomes the innovations are intended to produce. Implementation theory, however, suggests that organizational innovations are often politicized in the sense that the prospect of implementing them provokes conflicts of interests among the parties affected. Then the intended outcomes of the innovation are liable to be formulated ambiguously, misleadingly or n…
Conceptualising successful partnerships
Partnership working has become a central feature of British social welfare policy since 1997. Although this development is applicable to all areas of public welfare, nowhere is it more evident than in the planning and provision of care that overlaps health and social services. The literature survey described in the present paper focused on research examining the impact of partnership working in these areas to assess the evidence concerning its ef…
Partnerships between health and social care under ‘New Labour’
English Since coming to power in 1997, the New Labour government has placed heavy emphasis on partnerships – between organisations, services and professionals – as the preferred means of delivering coordinated health and social care services. This article aims to provide a critical overview and synthesis of both the discourse and the practice associated with this policy imperative. First, it summarises the range of policies that have promoted hea…
New Labour's Partnerships
The establishment of partnerships has been a central feature of British social welfare policy since 1997 when the New Labour government came to power. Although the academic attention given to partnership working since then has grown considerably, there have been few attempts to link conceptual models of partnerships with existing forms. This paper addresses this gap and finds that, while there are links between actual and model partnerships, ther…
Exit, voice, governance and user-responsiveness
Towards Managed Primary Care
Is Evidence‐Based Organizational Innovation in the NHS a Chimaera – Or Just Elusive
Evidence‐based adoption of organizational innovations requires explicit definition of the outcomes the innovations are intended to produce. Implementation theory, however, suggests that organizational innovations are often politicized in the sense that the prospect of implementing them provokes conflicts of interests among the parties affected. Then the intended outcomes of the innovation are liable to be formulated ambiguously, misleadingly or n…
Political science (5 obras) · Business (4 obras) · Healthcare innovation and challenges (4 obras) · Computer Science (3 obras) · Medicine (3 obras) · Public relations (3 obras) · Corporate governance (2 obras) · General partnership (2 obras) · Health care (2 obras) · Healthcare Quality and Management (2 obras)