Managing Healthcare Organisations in Challenging Policy Contexts

Introduction -- Section 1. Analysing contemporary policy -- Chapter 1. The UK health policy process: Integration, fragmentation or pluralisation? -- Chapter 2. Populist polices and the medical profession: A case study from the UK -- Chapter 3. Corpus linguistics for policy analysis: Exploring how patient safety is translated from physical to mental healthcare policy -- Chapter 4. What is context? Methodological reflections on the relationship between context, action, actors and change -- Section 2. Implementing policy in practice -- Chapter 5. Advanced clinical practitioners: Blended professionals in transition -- Chapter 6. Understanding mission drift in UK health charities with a focus on Africa: A realist synthesis -- Chapter 7. The rights and wrongs, ups and downs and ins and outs of organisational culture in Australian public hospitals -- Chapter 8. Changing organisational practices through the integration of health and social care: Implications for boundary work and identity tactics -- Section 3. Leadership in challenging policy contexts -- Chapter 9. On the longevity of (some) CEOs in the NHS -- Chapter 10. The nomadic vision: Leadership, authority and organisational authorship in healthcare organisations -- Chapter 11. Reframing healthcare leadership: From individualism to leadership as collective practice -- Chapter 12. Considerations for women’s progress in the health workforce through an intersectional lens -- Chapter 13. Coping with challenges using general resilience resources: The GI-factor and the organisational social laser -- Conclusion.