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Making history critical: Recasting a history of the “management” of the British National Health Service

Mark Learmonth

J Health Organ Manag (2017) 31 (5): 542–555.

https://doi.org/10.1108/JHOM-11-2016-0213

Published: 21 August 2017

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Journal Articles

Shifting the balance of power?: Culture change and identity in an English health‐care setting

Ruth McDonald

J Health Organ Manag (2005) 19 (3): 189–203.

https://doi.org/10.1108/14777260510608934

Published: 01 June 2005

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Journal Articles

MMR – public policy in crisis: whose tragedy?

Laura Stroud

J Health Organ Manag (2005) 19 (3): 252–260.

https://doi.org/10.1108/14777260510608970

Published: 01 June 2005

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Journal Articles

Exhausting management work: conflicting identities

Jane Mischenko

J Health Organ Manag (2005) 19 (3): 204–218.

https://doi.org/10.1108/14777260510608943

Published: 01 June 2005

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Journal Articles

Tales of the unexpected?: Stirring things up in health care management

Mark Learmonth

J Health Organ Manag (2005) 19 (3): 181–188.

https://doi.org/10.1108/14777260510608925

Published: 01 June 2005

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Journal Articles

Examining leadership through critical feminist readings

Jackie Ford

J Health Organ Manag (2005) 19 (3): 236–251.

https://doi.org/10.1108/14777260510608961

Published: 01 June 2005

View article titled, Examining leadership through critical feminist readings

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Journal Articles

The inception of the National Health Service: A daily managerial accomplishment

Nancy Harding

J Health Organ Manag (2005) 19 (3): 261–272.

https://doi.org/10.1108/14777260510608989

Published: 01 June 2005

View article titled, The inception of the National Health Service: A daily managerial accomplishment

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Journal Articles

A hermeneutic science: health economics and Habermas

Neil Small, Russell Mannion

J Health Organ Manag (2005) 19 (3): 219–235.

https://doi.org/10.1108/14777260510608952

Published: 01 June 2005

View article titled, A hermeneutic science: health economics and Habermas

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Journal Articles

Making Decisions about People: The Organisational Contingencies of Illness

Mark Learmonth

J Health Organ Manag (2003) 17 (3): 224–225.

https://doi.org/10.1108/jhom.2003.17.3.224.1

Published: 01 June 2003

View article titled, Making Decisions about People: The Organisational Contingencies of Illness

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Journal Articles

Nursing managers, transformed or deformed? – A case study in the ideology of competency

Patrick Reedy, Mark Learmonth

J Manag Med (2000) 14 (3-4): 153–165.

https://doi.org/10.1108/02689230010359165

Published: 01 August 2000

View article titled, Nursing managers, transformed or deformed? – A case study in the ideology of competency

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Journal Articles

Kindly technicians: hospital administrators immediately before the NHS

Mark Learmonth

J Manag Med (1998) 12 (6): 323–330.

https://doi.org/10.1108/02689239810234562

Published: 01 December 1998

View article titled, Kindly technicians: hospital administrators immediately before the NHS

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Journal Articles

Managerialism and public attitudes towards UK NHS managers

Mark Learmonth

J Manag Med (1997) 11 (4): 214–221.

https://doi.org/10.1108/02689239710177314

Published: 01 August 1997

View article titled, Managerialism and public attitudes towards UK NHS managers

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Making history critical: Recasting a history of the “management” of the British National Health Service

Shifting the balance of power?: Culture change and identity in an English health‐care setting

MMR – public policy in crisis: whose tragedy?

Exhausting management work: conflicting identities

Tales of the unexpected?: Stirring things up in health care management

Examining leadership through critical feminist readings

The inception of the National Health Service: A daily managerial accomplishment

A hermeneutic science: health economics and Habermas

Making Decisions about People: The Organisational Contingencies of Illness

Nursing managers, transformed or deformed? – A case study in the ideology of competency

Kindly technicians: hospital administrators immediately before the NHS

Managerialism and public attitudes towards UK NHS managers

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