Managerial intervention and instability in healthcare organisations: the role of complexity in explaining the scope of effective management

Brookfield, D. and Smith, D. (2007) Managerial intervention and instability in healthcare organisations: the role of complexity in explaining the scope of effective management. Risk Management, 8(4), pp. 268-293. (doi:10.1057/palgrave.rm.8250018)

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Abstract

This paper seeks to examine the limitations of managerial intervention within the operation of organizations, especially as they relate to a range of complex environments. These, in turn, restrict the extent of management by measurement – a key component of management and accounting processes. The paper seeks to explain the context within which complex relations emerge, which shape the extent of managerial influence, how this gives rise to the potential for destabilizing intervention and the conditions in which this becomes a possibility. The theoretical framework proposed within this paper for understanding the scope of effective management is contextualized within the UK healthcare environment and is illustrated by reference to the example of the introduction of Payment by Results. Our conclusions are indicative of an environment that has significant areas of activity that are manageable and measurable only at fairly low levels of resolution.

Item Type:Articles
Status:Published
Refereed:Yes
Glasgow Author(s) Enlighten ID:Fischbacher-Smith, Professor Denis
Authors: Brookfield, D., and Smith, D.
Subjects:H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
College/School:College of Social Sciences > Adam Smith Business School > Management
Journal Name:Risk Management
ISSN:1460-3799
ISSN (Online):1743-4637

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