Our study contributes towards a burgeoning literature that argues organizational performance is heavily influenced by what happens in the middle of the organization, rather than at the top. Examining the UK National Health Service, our study develops the work of Floyd and Wooldridge (1992, 1994,...

This paper offers a defence of Atkinson's model of the flexible firm. It takes issue with two arguments against it: that the model needs to be understood at a political level, as part of a wider `post-industrial' vision; and that the observed increase in flexibility offers the model no support...