Louise Fitzgerald
Biographic Data
| ID | 3761437 |
|---|---|
| NAME | Louise Fitzgerald |
| GIVEN NAMES | Louise |
| FAMILY NAME | Fitzgerald |
| SIGNATURE | FITZGERALD L |
| AFFILIATIONS | De Montfort University |
| VERIFIED | No |
| TOTAL WORKS | 16 |
| TOTAL CITATIONS | 318 |
| AUTHOR COUNT | 16 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1995 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 8 |
Introduction to special section on feminist political ecology
Unseen
Purpose 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. Design/methodology/approach 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, a…
Knowledge leadership
This article explores contrasting forms of ‘knowledge leadership’ in mobilizing management research into organizational practice. Drawing on a Foucauldian perspective on power–knowledge, we introduce three axes of power–knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on ‘polar cases’ of managers engaged in mobilizing management research in six research-intensive organizati…
The Political Economy of Management Knowledge
Have generic management texts and associated knowledges now extensively diffused into public services organizations? If so, why? Our empirical study of English healthcare organizations detects an extensive presence of such texts. We argue that their ready diffusion relates to two macro‐level forces: (i) the influence of the underlying political economy of public services reform and (ii) a strongly developed business school/management consulting k…
Hybrid Manager–professionals' Identity Work
We examine the ‘identity work’ of manager–professional ‘hybrids’, specifically medical professionals in managerial roles in the British National Health Service, to maintain and hybridize their professional identity and wider professionalism in organizational and policy contexts affected by managerialist ideas. Empirically, we differentiate between ‘incidental hybrids’, who represent and protect traditional institutionalized professionalism while …
Reputation‐based Governance ‐ by Lucio Picci
A new mode of organizing in health care? Governmentality and managed networks in cancer services in England
Public Policy Networks and ‘Wicked Problems’
The last two decades have seen a shift in public services organizations from hierarchies to networks. Network forms are seen as particularly suited to handling ‘wicked problems'. We make an assessment of the nature and impact of this shift. Using recent evidence from the United Kingdom (UK) National Health Service (NHS), we explore the nature and functioning of eight different public policy networks. We are also interested in whether there has be…
Renewing Policy to Support Evidence‐based Health Care
Health systems internationally have developed policies to support evidence‐based health care (EBHC) for over a decade. As this article shows, the time is ripe to review current policy frameworks in an evidence‐based manner. We summarize key themes deriving from qualitative research on the UK EBHC implementation and draw out implications for policy renewal. Our diagnosis is different from current UK NHS (National Health Service) policy since we st…
Nobody in charge
This article illustrates how distributed change agency can implement complex organizational changes in the absence of formal management plans, roles, and structures. Distributed change agency typically involves small teams and senior groups. In this qualitative study of service improvements in the treatment of prostate cancer at an acute hospital, Grange, change roles were distributed more widely, with responsibilities `migrating' among a large i…
Evidence-Based Medicine and the Implementation Gap
Evidence-based medicine was one of the earliest manifestations of evidence-based policy and practice, and has exercised substantial influence on other policy areas. Based on data from seven empirical studies carried out between 1993 and 1999, this article examines the origins and impact of EBM, and the complexities of implementation which have emerged. Policy makers and EBM enthusiasts alike have frequently taken a somewhat simplistic view of the…
Interlocking Interactions, the Diffusion of Innovations in Health Care
This article aims to provide a reassessment of the processes of diffusion of innovations into organizations, based on new empirical data. The focus of the article is the latter stages of the diffusion process. The article draws on the results of two studies, which examined the diffusion of innovations in health care in the UK. These projects were a matched pair of qualitative studies, using purposeful selections of comparative case studies. The r…
Professionals
This article examines empirical evidence on the impact of the introduction of a quasi-market in healthcare in the UK on professionals, especially doctors. Data are drawn from two longitudinal studies occurring between 1990 and 1994, of aspects of the changes to the health system. Data collection involved a range of methods, including observation, interviews, questionnaires and archival material. The findings show that a unilateral analysis of the…
Achieving clinical behaviour change
The New Public Management in Action
This book analyses changes which have occurred in the organization and management of the UK public services over the last 15 years, particularly drawing on rich primary data from restructured NHS settings. The book argues that real change has occurred at the top of these organizations and that novel organizational 'hybrids' may be emerging.
Corporate Governance and the Public Sector
The 1990s have been marked by a resurgence of interest in questions of corporate governance in both public and private sector settings. The 1990 reorganization of the NHS is taken as an example of a recent attempt to‘reform’arrangements for corporate governance in the public sector based on a board of directors’model. The policy background is reviewed and the salient features of the NHS reorganization outlined. Empirical case study evidence is ad…
Hybrid Manager–professionals' Identity Work
We examine the ‘identity work’ of manager–professional ‘hybrids’, specifically medical professionals in managerial roles in the British National Health Service, to maintain and hybridize their professional identity and wider professionalism in organizational and policy contexts affected by managerialist ideas. Empirically, we differentiate between ‘incidental hybrids’, who represent and protect traditional institutionalized professionalism while …
Public Policy Networks and ‘Wicked Problems’
The last two decades have seen a shift in public services organizations from hierarchies to networks. Network forms are seen as particularly suited to handling ‘wicked problems'. We make an assessment of the nature and impact of this shift. Using recent evidence from the United Kingdom (UK) National Health Service (NHS), we explore the nature and functioning of eight different public policy networks. We are also interested in whether there has be…
Achieving clinical behaviour change
Interlocking Interactions, the Diffusion of Innovations in Health Care
This article aims to provide a reassessment of the processes of diffusion of innovations into organizations, based on new empirical data. The focus of the article is the latter stages of the diffusion process. The article draws on the results of two studies, which examined the diffusion of innovations in health care in the UK. These projects were a matched pair of qualitative studies, using purposeful selections of comparative case studies. The r…
Nobody in charge
This article illustrates how distributed change agency can implement complex organizational changes in the absence of formal management plans, roles, and structures. Distributed change agency typically involves small teams and senior groups. In this qualitative study of service improvements in the treatment of prostate cancer at an acute hospital, Grange, change roles were distributed more widely, with responsibilities `migrating' among a large i…
Professionals
This article examines empirical evidence on the impact of the introduction of a quasi-market in healthcare in the UK on professionals, especially doctors. Data are drawn from two longitudinal studies occurring between 1990 and 1994, of aspects of the changes to the health system. Data collection involved a range of methods, including observation, interviews, questionnaires and archival material. The findings show that a unilateral analysis of the…
A new mode of organizing in health care? Governmentality and managed networks in cancer services in England
Evidence-Based Medicine and the Implementation Gap
Evidence-based medicine was one of the earliest manifestations of evidence-based policy and practice, and has exercised substantial influence on other policy areas. Based on data from seven empirical studies carried out between 1993 and 1999, this article examines the origins and impact of EBM, and the complexities of implementation which have emerged. Policy makers and EBM enthusiasts alike have frequently taken a somewhat simplistic view of the…
The Political Economy of Management Knowledge
Have generic management texts and associated knowledges now extensively diffused into public services organizations? If so, why? Our empirical study of English healthcare organizations detects an extensive presence of such texts. We argue that their ready diffusion relates to two macro‐level forces: (i) the influence of the underlying political economy of public services reform and (ii) a strongly developed business school/management consulting k…
Renewing Policy to Support Evidence‐based Health Care
Health systems internationally have developed policies to support evidence‐based health care (EBHC) for over a decade. As this article shows, the time is ripe to review current policy frameworks in an evidence‐based manner. We summarize key themes deriving from qualitative research on the UK EBHC implementation and draw out implications for policy renewal. Our diagnosis is different from current UK NHS (National Health Service) policy since we st…
Corporate Governance and the Public Sector
The 1990s have been marked by a resurgence of interest in questions of corporate governance in both public and private sector settings. The 1990 reorganization of the NHS is taken as an example of a recent attempt to‘reform’arrangements for corporate governance in the public sector based on a board of directors’model. The policy background is reviewed and the salient features of the NHS reorganization outlined. Empirical case study evidence is ad…
Knowledge leadership
This article explores contrasting forms of ‘knowledge leadership’ in mobilizing management research into organizational practice. Drawing on a Foucauldian perspective on power–knowledge, we introduce three axes of power–knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on ‘polar cases’ of managers engaged in mobilizing management research in six research-intensive organizati…
Unseen
Purpose 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. Design/methodology/approach 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, a…
Corporate Governance and the Public Sector
The 1990s have been marked by a resurgence of interest in questions of corporate governance in both public and private sector settings. The 1990 reorganization of the NHS is taken as an example of a recent attempt to‘reform’arrangements for corporate governance in the public sector based on a board of directors’model. The policy background is reviewed and the salient features of the NHS reorganization outlined. Empirical case study evidence is ad…
The New Public Management in Action
This book analyses changes which have occurred in the organization and management of the UK public services over the last 15 years, particularly drawing on rich primary data from restructured NHS settings. The book argues that real change has occurred at the top of these organizations and that novel organizational 'hybrids' may be emerging.
Achieving clinical behaviour change
Professionals
This article examines empirical evidence on the impact of the introduction of a quasi-market in healthcare in the UK on professionals, especially doctors. Data are drawn from two longitudinal studies occurring between 1990 and 1994, of aspects of the changes to the health system. Data collection involved a range of methods, including observation, interviews, questionnaires and archival material. The findings show that a unilateral analysis of the…
Interlocking Interactions, the Diffusion of Innovations in Health Care
This article aims to provide a reassessment of the processes of diffusion of innovations into organizations, based on new empirical data. The focus of the article is the latter stages of the diffusion process. The article draws on the results of two studies, which examined the diffusion of innovations in health care in the UK. These projects were a matched pair of qualitative studies, using purposeful selections of comparative case studies. The r…
Evidence-Based Medicine and the Implementation Gap
Evidence-based medicine was one of the earliest manifestations of evidence-based policy and practice, and has exercised substantial influence on other policy areas. Based on data from seven empirical studies carried out between 1993 and 1999, this article examines the origins and impact of EBM, and the complexities of implementation which have emerged. Policy makers and EBM enthusiasts alike have frequently taken a somewhat simplistic view of the…
Nobody in charge
This article illustrates how distributed change agency can implement complex organizational changes in the absence of formal management plans, roles, and structures. Distributed change agency typically involves small teams and senior groups. In this qualitative study of service improvements in the treatment of prostate cancer at an acute hospital, Grange, change roles were distributed more widely, with responsibilities `migrating' among a large i…
Renewing Policy to Support Evidence‐based Health Care
Health systems internationally have developed policies to support evidence‐based health care (EBHC) for over a decade. As this article shows, the time is ripe to review current policy frameworks in an evidence‐based manner. We summarize key themes deriving from qualitative research on the UK EBHC implementation and draw out implications for policy renewal. Our diagnosis is different from current UK NHS (National Health Service) policy since we st…
Public Policy Networks and ‘Wicked Problems’
The last two decades have seen a shift in public services organizations from hierarchies to networks. Network forms are seen as particularly suited to handling ‘wicked problems'. We make an assessment of the nature and impact of this shift. Using recent evidence from the United Kingdom (UK) National Health Service (NHS), we explore the nature and functioning of eight different public policy networks. We are also interested in whether there has be…
A new mode of organizing in health care? Governmentality and managed networks in cancer services in England
Reputation‐based Governance ‐ by Lucio Picci
The Political Economy of Management Knowledge
Have generic management texts and associated knowledges now extensively diffused into public services organizations? If so, why? Our empirical study of English healthcare organizations detects an extensive presence of such texts. We argue that their ready diffusion relates to two macro‐level forces: (i) the influence of the underlying political economy of public services reform and (ii) a strongly developed business school/management consulting k…
Hybrid Manager–professionals' Identity Work
We examine the ‘identity work’ of manager–professional ‘hybrids’, specifically medical professionals in managerial roles in the British National Health Service, to maintain and hybridize their professional identity and wider professionalism in organizational and policy contexts affected by managerialist ideas. Empirically, we differentiate between ‘incidental hybrids’, who represent and protect traditional institutionalized professionalism while …
Knowledge leadership
This article explores contrasting forms of ‘knowledge leadership’ in mobilizing management research into organizational practice. Drawing on a Foucauldian perspective on power–knowledge, we introduce three axes of power–knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on ‘polar cases’ of managers engaged in mobilizing management research in six research-intensive organizati…
Unseen
Purpose 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. Design/methodology/approach 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, a…
Introduction to special section on feminist political ecology
Political science (15 works) · Public relations (11 works) · Sociology (10 works) · Law (9 works) · Computer Science (7 works) · Economics (7 works) · Law (7 works) · Management and Organizational Studies (7 works) · Health care (6 works) · Business (5 works)