Home > Research > Publications & Outputs > Innovation, cultural values and the management ...

Research

Links

Text available via DOI:

Keywords

View graph of relations

Innovation, cultural values and the management of change in British hospitals

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

Standard

Innovation, cultural values and the management of change in British hospitals. / West, Michael; Anderson, Neil.
In: Work and Stress, Vol. 6, No. 3, 1992, p. 293-310.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

West, M & Anderson, N 1992, 'Innovation, cultural values and the management of change in British hospitals', Work and Stress, vol. 6, no. 3, pp. 293-310. https://doi.org/10.1080/02678379208259959

APA

West, M., & Anderson, N. (1992). Innovation, cultural values and the management of change in British hospitals. Work and Stress, 6(3), 293-310. https://doi.org/10.1080/02678379208259959

Vancouver

West M, Anderson N. Innovation, cultural values and the management of change in British hospitals. Work and Stress. 1992;6(3):293-310. doi: 10.1080/02678379208259959

Author

West, Michael ; Anderson, Neil. / Innovation, cultural values and the management of change in British hospitals. In: Work and Stress. 1992 ; Vol. 6, No. 3. pp. 293-310.

Bibtex

@article{b6d159bcb4754a8f97359462856b297a,
title = "Innovation, cultural values and the management of change in British hospitals",
abstract = "This paper describes the results of a study of innovation in the management teams of 27 UK hospitals. It is argued that the content of innovations provides an accurate representation of the underlying cultural values of the management teams, and the cultural values which they seek to purvey within the wider organizational settings. The authors propose that values in action (as opposed to espoused values) are manifest in the range of innovations introduced by top management within organizations. Using a typology of organizational culture, they categorize the innovations introduced by the management teams, in order to map their underlying cultural values. The results indicate predominant orientations of hospital management teams towards rational goal and hierarchical values in the current context of health care in Britain. Internal climate and service innovations were relatively infrequent, suggesting that the hospitals were dominated by management concern for control rather than flexibility. The costs of such cultural strategies in health service settings are discussed.",
keywords = "Innovation, Management teams , Culture , Hospitals , Competing values",
author = "Michael West and Neil Anderson",
year = "1992",
doi = "10.1080/02678379208259959",
language = "English",
volume = "6",
pages = "293--310",
journal = "Work and Stress",
issn = "0267-8373",
publisher = "Taylor and Francis Ltd.",
number = "3",

}

RIS

TY - JOUR

T1 - Innovation, cultural values and the management of change in British hospitals

AU - West, Michael

AU - Anderson, Neil

PY - 1992

Y1 - 1992

N2 - This paper describes the results of a study of innovation in the management teams of 27 UK hospitals. It is argued that the content of innovations provides an accurate representation of the underlying cultural values of the management teams, and the cultural values which they seek to purvey within the wider organizational settings. The authors propose that values in action (as opposed to espoused values) are manifest in the range of innovations introduced by top management within organizations. Using a typology of organizational culture, they categorize the innovations introduced by the management teams, in order to map their underlying cultural values. The results indicate predominant orientations of hospital management teams towards rational goal and hierarchical values in the current context of health care in Britain. Internal climate and service innovations were relatively infrequent, suggesting that the hospitals were dominated by management concern for control rather than flexibility. The costs of such cultural strategies in health service settings are discussed.

AB - This paper describes the results of a study of innovation in the management teams of 27 UK hospitals. It is argued that the content of innovations provides an accurate representation of the underlying cultural values of the management teams, and the cultural values which they seek to purvey within the wider organizational settings. The authors propose that values in action (as opposed to espoused values) are manifest in the range of innovations introduced by top management within organizations. Using a typology of organizational culture, they categorize the innovations introduced by the management teams, in order to map their underlying cultural values. The results indicate predominant orientations of hospital management teams towards rational goal and hierarchical values in the current context of health care in Britain. Internal climate and service innovations were relatively infrequent, suggesting that the hospitals were dominated by management concern for control rather than flexibility. The costs of such cultural strategies in health service settings are discussed.

KW - Innovation

KW - Management teams

KW - Culture

KW - Hospitals

KW - Competing values

U2 - 10.1080/02678379208259959

DO - 10.1080/02678379208259959

M3 - Journal article

VL - 6

SP - 293

EP - 310

JO - Work and Stress

JF - Work and Stress

SN - 0267-8373

IS - 3

ER -