Casting the lean spell: The promotion, dilution and erosion of lean management in the NHS

Colonizing the Aged Body and the Organization of Later Life

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High performance HRM: NHS employee perspectives

scientific article

How the 'customer' influences the skills of the front-line worker

Human relations management, expectations and healthcare: A qualitative study

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Human resource management and performance in healthcare organisations

scientific article published on January 2007

Knights and Knaves in the English Medical Profession: the Case of Clinical Excellence Awards

Leadership talk: From managerialism to leaderism in health care after the crash

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Organisational aspects of elder mistreatment in long term care

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Organisational defences revisited: systems and contexts

Organizational Failure and Turnaround: Lessons for Public Services from the For-Profit Sector

article published in 2004

Organizational blind spots: Splitting, blame and idealization in the National Health Service

article

Outcomes of variation in hospital nurse staffing in English hospitals: More nurses, working differently?

article by Jackie Bridges & Paula Hyde published February 2007 in International Journal of Nursing Studies

Participatory Organizational Research: Examining Voice in the Co-production of Knowledge

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Poly-vocal, divergent and rigorous: QROM ten years on

Pro-social organisational behaviour of health care workers

article

Role redesign: new ways of working in the NHS

Service design, culture and performance: Collusion and co-production in health care

article

Still Blue-Collar after all these Years? An Ethnography of the Professionalization of Emergency Ambulance Work

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The Subjectivity of Fairness: Managerial Discretion and Work-Life Balance ⬇️

Uptake of organisational work–life balance opportunities: the context of support ⬇️

When a Leader Dies

Wicked problems or wicked people? Reconceptualising institutional abuse

scientific article published on 16 August 2012

Working with stories: diverse tales of organizational life

“You Can't Do Both-Something Will Give”: Limitations of the Targets Culture in Managing UK Health Care Workforces

article