Robert Macintosh
Biographic Data
| ID | 3931103 |
|---|---|
| NAME | Robert Macintosh |
| GIVEN NAMES | Robert |
| FAMILY NAME | Macintosh |
| SIGNATURE | MACINTOSH R |
| AFFILIATIONS | School of Management and Languages Heriot Watt University |
| VERIFIED | No |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 31 |
| AUTHOR COUNT | 7 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1955 |
| LATEST PUBLICATION YEAR | 2018 |
| H-INDEX | 3 |
Managing Change Australasian Edition: Enquiry and Action
Managing Change: Enquiry and Action
Managing Change: Enquiry and Action, Australasian edition offers a fresh perspective of change theory with contemporary examples providing students with the tools they need to navigate the complexities of change within organisations. The book features notions of innovation, disruption and agile learning that are necessary in an intensified business world. Using an enquiry-action framework, the text is separated into three parts: diagnosing, expla…
Potential challenges facing distributed leadership in health care: Evidence from the UK National Health Service
The discourse of leaderism in health care has been a subject of much academic and practical debate. Recently, distributed leadership (DL) has been adopted as a key strand of policy in the UK National Health Service (NHS). However, there is some confusion over the meaning of DL and uncertainty over its application to clinical and non-clinical staff. This article examines the potential for DL in the NHS by drawing on qualitative data from three co-…
Dialogues and dialetics: Limits to clinician-manager interaction in healthcare organizations
‘But I Thought We Were Friends?’ Life Cycles and Research Relationships
This chapter is concerned with a relatively under-explored aspect of ‘engaged research’ – the nature of friendship relations between researchers and practitioners, and the ethical dilemmas that arise in such relationships. Attention has been paid to the relational aspects of research in the methodology literature, but this chapter focuses more closely on friendship in particular. The chapter is framed around two guiding concerns: how do friendshi…
Paradox as invitation to act in problematic change situations
It has been argued that organizational life typically contains paradoxical situations such as efforts to manage change which nonetheless seem to reinforce inertia. Four logical options for coping with paradox have been explicated, three of which seek resolution and one of which ‘keeps the paradox open’. The purpose of this article is to explore the potential for managerial action where the paradox is held open through the use of theory on ‘seriou…
A Plea for Simplicity
SUPPURATIVE LYMPHADENITIS FOLLOWING B
Paradox as invitation to act in problematic change situations
It has been argued that organizational life typically contains paradoxical situations such as efforts to manage change which nonetheless seem to reinforce inertia. Four logical options for coping with paradox have been explicated, three of which seek resolution and one of which ‘keeps the paradox open’. The purpose of this article is to explore the potential for managerial action where the paradox is held open through the use of theory on ‘seriou…
Dialogues and dialetics: Limits to clinician-manager interaction in healthcare organizations
Potential challenges facing distributed leadership in health care: Evidence from the UK National Health Service
The discourse of leaderism in health care has been a subject of much academic and practical debate. Recently, distributed leadership (DL) has been adopted as a key strand of policy in the UK National Health Service (NHS). However, there is some confusion over the meaning of DL and uncertainty over its application to clinical and non-clinical staff. This article examines the potential for DL in the NHS by drawing on qualitative data from three co-…
A Plea for Simplicity
SUPPURATIVE LYMPHADENITIS FOLLOWING B
Paradox as invitation to act in problematic change situations
It has been argued that organizational life typically contains paradoxical situations such as efforts to manage change which nonetheless seem to reinforce inertia. Four logical options for coping with paradox have been explicated, three of which seek resolution and one of which ‘keeps the paradox open’. The purpose of this article is to explore the potential for managerial action where the paradox is held open through the use of theory on ‘seriou…
‘But I Thought We Were Friends?’ Life Cycles and Research Relationships
This chapter is concerned with a relatively under-explored aspect of ‘engaged research’ – the nature of friendship relations between researchers and practitioners, and the ethical dilemmas that arise in such relationships. Attention has been paid to the relational aspects of research in the methodology literature, but this chapter focuses more closely on friendship in particular. The chapter is framed around two guiding concerns: how do friendshi…
Dialogues and dialetics: Limits to clinician-manager interaction in healthcare organizations
Potential challenges facing distributed leadership in health care: Evidence from the UK National Health Service
The discourse of leaderism in health care has been a subject of much academic and practical debate. Recently, distributed leadership (DL) has been adopted as a key strand of policy in the UK National Health Service (NHS). However, there is some confusion over the meaning of DL and uncertainty over its application to clinical and non-clinical staff. This article examines the potential for DL in the NHS by drawing on qualitative data from three co-…
Managing Change: Enquiry and Action
Managing Change: Enquiry and Action, Australasian edition offers a fresh perspective of change theory with contemporary examples providing students with the tools they need to navigate the complexities of change within organisations. The book features notions of innovation, disruption and agile learning that are necessary in an intensified business world. Using an enquiry-action framework, the text is separated into three parts: diagnosing, expla…
Managing Change Australasian Edition: Enquiry and Action
Political science (4 works) · Sociology (4 works) · Law (3 works) · Management and Organizational Studies (3 works) · Psychology (3 works) · Public relations (3 works) · Business (2 works) · Computer Science (2 works) · Economics (2 works) · Epistemology (2 works)