References
- Allen, D. (2004), ‘Re-reading nursing and rewriting practice: Towards an empirically based reformulation of the nursing mandate’. Nursing Inquiry 11: 4, 271-283.
- Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper & Row.
- Bejerot, E. and Hasselbladh, H. (2011). ‘Professional autonomy and pastoral power: The transformation of quality registers in Swedish healthcare’. Public Administration 89: 4, 1604-1621.
- Beresford P, Wallcraft J (1997). Psychiatric system survivors and emancipatory research: issues, overlaps and differences. In: Barnes C, Mercer G. Doing disability research. . Leeds, Disability Press.
- Blomgren, M. (2003). ‘Ordering a profession: Swedish nurses encounter new public management reforms’. Financial Accountability & Management 19, 45-71.
- Bresnen, M., Hodgson, D., Bailey, S., Hyde, P. and Hassard, J. (2017). ‘Mobilizing management knowledge in healthcare: Institutional imperatives and professional and organizational mediating effects’. Management Learning 48:5, 597-614.
- Brown P., Alaszewski A., Pilgrim D. and Calnan M. (2011). ‘The quality of interaction between managers and clinicians: A question of trust’. Public Money and Management 31:1, 43-50.
- Buchan, J., May, F. and Dussault, G. (2013). ‘Nursing workforce policy and the economic crisis: A global overview’. Journal of Nursing Scholarship, 45 3, 298-307.
- Burgess, N. and Currie, G. (2013). ‘The knowledge brokering role of the hybrid middle level manager: The case of healthcare’. British Journal of Management 24, S132-S142.
- Calnan, M. and Gabe J. (2001). ‘From consumerism to partnership?’ Britain’s National Health Services, 31: 1, 119-131.
- Calnan, M. and Rowe, R. (2006). ‘Researching trust relations in health care: Conceptual and methodological challenges – an introduction.’ Journal of Health Organisation and Management, 20: 5, 349-358.
- Carter, B. (2007). ‘Review: symposium on managing to nurse: Inside Canada’s health care reform. Reformatting nursing: The invidious effects of the growth of managerialism.’ Health, 11: 2, 268-272.
- Carvalho, T. (2012). ‘Managerialism and professional strategies: A case from nurses in Portugal’. Journal of Health Organization and Management 26: 4, 524-541.
- Clarke, S. (2006). ‘Research on nurse staffing and its outcomes: The challenges and risks of grasping at shadows’, in S. Nelso and S. Gordon (eds), The Complexities of Care, New York: Cornell University Press.
- Connell, N.A.D. and Mannion, R. (2006). ‘Conceptualisations of trust in the organisational literature’. Journal of Health Organization and Management 20: 5, 417-433.
- Cope, V., Jones, B. and Hendricks, J. (2016). ‘Resilience as resistance to the new managerialism: Portraits that reframe nursing through quotes from the field.’ Journal of Nursing Management, 24:1, 115-122.
- Croft, C., Currie, G. and Lockett, A. (2015a). ‘Broken “two-way windows”? An exploration of professional hybrids.’ Public Administration 93: 2, 380-394.
- Croft, C., Currie G. and Lockett, A. (2015b). ‘The impact of emotionally important social identities on the construction of a managerial leader identity: A challenge for nurses in the English National Health Service, Organization Studies 36:1, 113–131.
- Crowe, M. (2005). ‘Methodological issues in nursing research, Discourse analysis: towards an understanding of its place in nursing’. Journal of Advanced Nursing, 51:1, 55-63.
- Currie, G. and Lockett, A. (2007). ‘A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public services organizations. Human Relations 60, 341-370.
- De Vries, M. and Nemec, J. (2013). ‘Public sector reform: An overview of recent literature and research on NMP and alternative paths’. International Journal of Public Sector Management 20:1, 4-16.
- Fairclough N. and Wodak, R. (1997). ‘Critical discourse analysis: An overview’, in T. Van Dijk (ed.), Discourse and Interaction, London: Sage.
- Felstead, A., Gallie, D., Green, F. and Inanc, H, (2013). Work Intensification in Britain: First Findings from the Skills and Employment Survey 2012 London: Institute of Education.
- Ferlie, E., Fitzgerald, L., McGivern, G., Dopson, S. and Bennett, C. (2013), Making Wicked Problems Governable: The Case of Managed Networks in Health Care Oxford: Oxford University Press.
- Fotaki, M. (2010). ‘Why do public policies fail so often? Exploring health policy-making as an imaginary and symbolic construction’. Organization 17, 703-720.
- Freidson, E. (2001), Professionalism: The Third Logic Cambridge: Polity Press.
- Gilbert, T.P. (2005), “Trust and managerialism: exploring discourses of care”, Journal of Advanced Nursing, 52 (4) 454-63.
- Gilson, L. (2003). ‘Trust and the development of health care as a social institution’. Social Science and Medicine 56, 1453-68.
- Gilson L., (2006). ‘Trust in health care: Theoretical perspectives and research needs’. Journal of Health Organization and Management, 20: 5, 359-375.
- Granter, E., Wankhade, P., Mccann, L., Hyde, P. and Hassard, J. (2018). ‘Multiple dimensions of work intensity: Ambulance work as edgework’. Work, Employment & Society First published online: 19 March, 2018. http://journals.sagepub.com/doi/abs/10.1177/0950017018759207?journalCode=wesa[Accessed 03 November 2018].
- Hallier, J. and Forbes, T. (2004). ‘In search of theory development in grounded investigations: Doctors’ experiences of managing as an example of fitted and prospective theorizing’. Journal of Management Studies 41: 8, 1379-410.
- Hassard, J., Hyde, P., Cox, W.J., Granter, E. and McCann, L. (2017). ‘Exploring health work: A critical-action perspective’. Journal of Health Organization and Management, 31: 5, 567-580.
- Hoyle L. (2014). ‘Nurses’ perception of senior managers at the front line: People working with clipboards’. Journal of Advanced Nursing 70: 11, 2528-2538.
- Hunter, D.J. (2007). ‘Exploring managing for health’, in D.J. Hunter (ed.), Managing for Health Abingdon: Routledge.
- Hyde, P., Granter, E., Hassard, J. and McCann, L. (2016), Deconstructing the Welfare State London:Routledge.
- Ibarra, H. and Barbulescu, R. (2010). ‘Identity as narrative: Prevalence, effectiveness, and consequences of narrative identity work in macro role transitions’. Academy of Management Review 35: 1, 135-54.
- Iedema, R., Degeling, P., Braithwaite, J. and White, L. (2004). ‘It’s an interesting conversation I’m hearing’: The doctor as manager. Organization Studies 25:1, 15-33.
- Jefferson, T., Klass, D., Lord, L., Nowak, M. and Thomas, G. (2014). ‘Context and the leadership experiences and perceptions of professionals’. Journal of Health Organization and Management 28: 6, 811-829.
- Kurunmaki, L. (2004). ‘A hybrid profession: The acquisition of management accounting expertise by medical professionals. Accounting Organizations and Society, 29:3/4, 327-347.
- Kvale, S. (1996), Interviews: An Introduction to Qualitative Research Interviewing London: Sage.
- Laschinger, H.K.S. and Finegan, J. (2005). ‘Using empowerment to build trust and respect in the workplace: A strategy for addressing the nursing shortage’. Nursing Economics January-February, 23: 1, 6 -13.
- Latimer, J. (2000), The Conduct of Care: Understanding Nursing Practice Oxford: Blackwell Science.
- Learmonth, M. (2017). ‘Making history critical: Recasting a history of the “management” of the British National Health Service’. Journal of Health Organization and Management 31: 5, 542-555.
- Llewellyn, S. (2001), ‘“Two-way windows”: Clinicians as medical managers’. Organization Studies 22:4, 593-623.
- MacDonald, K. (1995), The Sociology of the Professions Sage, London.
- Marinetto, M. (2011). ‘A Lipskian analysis of child protection failures from Victoria Climbie to “Baby P”: A street-level re-evaluation of joined-up governance’. Public Administration 89: 3, 1164-81.
- Martin, G. P. and Learmonth, M. (2012). ‘A critical account of the rise and spread of “leadership”: The case of UK healthcare’. Social Science & Medicine 74: 3, 281-288.
- McCabe, T.J. and Garavan, T.N. (2008). ‘A study of the drivers of commitment amongst nurses, the salience of training and development and career issues’. Journal of European Industrial Training, 32: 7, 528-568.
- McNamara, M. (2009). ‘Nursing academics’ languages of legitimation: A discourse analysis’. International Journal of Nursing Studies 46, 1566-1579.
- Newell, S. and Swan, J. (2000). ‘Trust and inter-organizational networking’. Human Relations 53: 10, 1287-1328.
- Newman, K., Maylor, U. and Chansarkar, B. (2002). ‘The nurse satisfaction, service quality and nurse retention chain: Implications for management of recruitment and retention’. Journal of Management in Medicine 16: 4, 271-291.
- Nordgren, L. (2008). ‘The performity of the service management discourse: “Value creating customers” in health care’. Journal of Health Organisation and Management 22: 5, 510-528.
- Noordegraaf, M. and De Wit, B.A.S. (2012). ‘Responses to managerialism: How management pressures affect managerial relations and loyalties in education’. Public Administration 90, 957-973.
- O’Donohue, W. and Nelson, L. (2007). ‘Let’s be professional about this: Ideology and the psychological contracts of registered nurses’. Journal of Nursing Management, 15, 547-555.
- O’Reilly, D. and Reed, M. (2010), ‘“Leaderism”: An evolution of managerialism in UK public service reform’. Public Administration 88: 4, 960-978.
- Peter, E. and Morgan, K.P. (2001). ‘Explorations of a trust approach for nursing ethics’. Nursing Inquiry 8: 1, 3-10.
- Petriglieri, G. and Stein, M. (2012). ‘The unwanted self: Projective identification in leaders’ identity work’. Organization Studies 33, 1217-1235.
- Potter, J. and Wetherell, M. (1987). Discourse and Social Psychology: Beyond Attitudes and Behaviour London: Sage.
- Pratt, M.G., Rockmann, K.W. and Kaufmann, J.B. (2006). ‘Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents’. Academy of Management Journal 49: 2, 235-62.
- Reed, M. (2002). ‘New managerialism, professional power and organisational governance in UK universities: A review and assessment’, in A. Amaral, G. Jones and B. Karseth (eds), Governing Higher Education: National Perspectives on Institutional Governance, Dordrecht: Kluwer University Publishers.
- Reed, M. and O’Reilly, D. (2011). ‘The grit in the oyster: Professionalism, managerialism and leaderism as discourses of UK public services modernization’. Organization Studies 32: 8, 1079-1101.
- Reinders, H. (2008). ‘The transformation of human services’. Journal of Intellectual Disability Research, 52: 7, 564-572.
- Rowe, R. and Calnan, M. (2006). ‘Trust relations in health care: Developing a theoretical framework for the “new” NHS’. Journal of Health Organization and Management, 20: 5, 376-396.
- Rydenfält C., Johansson G., Larsson P.A., Akerman K. and Odenrick P. (2012). ‘Social structures in the operating theatre: How contradicting rationalities and trust affect work’. Journal of Advanced Nursing 68: 4, 783-795.
- Sambrook, S. (2000). ‘Talking of HRD’. Human Resource Development International, 3: 2, 159-78.
- Sambrook, S. (2001). ‘HRD as an emergent and negotiated evolution: An ethnographic case study in the British National Health Service’. Human Resource Development Quarterly 12: 2, 169-193.
- Sambrook, S. (2006). ‘Management development in the NHS: Nurses and managers, discourses and identities’. Journal of European Industrial Training 30: 1, 48-64.
- Scudder, L.E., Rheaume, A., Clement, L. and LeBel, N. (2011). Why new graduate nurses quit their first jobs’. International Journal of Nursing Studies, 48, 490-500.
- Skinner, D., Saunders, M. and Duckett, H. (2004). ‘Policies, promises and trust: Improving working lives in the National Health Service’. International Journal of Public Sector Management 17: 7, 558-570.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. The Journal of Applied Behavioral Science, 18, 257-273.
- Stewart, J. and Sambrook S. (2007). ‘HRD in health and social care: The emerging challenges’, in S. Sambrook and J. Stewart (eds), Human Resource Development in the Public Sector, London: Routledge.
- Tallman, R. (2007). ‘Does trust matter?: Perceptions, trust and job satisfaction of hospital nurses’. International Journal of Business Research 7: 4, 200-211.
- Townsend, K. and Wilkinson, A. (2010). ‘Managing under pressure: HRM in hospitals’. Human Resource Management Journal 20: 4, 332-338.
- Traynor M. (1999). ‘Managerialism and Nursing: Beyond Profession and Pppression London: Routledge.
- Tummers, L., Bekkers, V. and Steijn, B. (2009). ‘Policy alienation of public professionals: Application in a new public management context’. Public Management Review 11: 5, 685-706.
- Tummers, L., Steijn, B. and Bekkers, V. (2012). ‘Explaining the willingness of public professionals to implement public policies: Content, context, and personality characteristics’. Public Administration 90: 3, 716-736.
- Wallace, M. and Pocklington, K. (2002). Managing Complex Educational Change: Large Scale Reorganisation of Schools London: Routledge Falmer.
- Williams, L.L. (2005). ‘Impact of nurses’ job satisfaction on organisational trust’. Health Care Management Review, 30; 3, 203-211.
- Yu, K.H. and Levy, F. (2010). ‘Offshoring professional services: Institutions and professional control’. British Journal of Industrial Relations 48: 4, 758-783.