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- Strategic change (2)
- Strategic planning (2)
- Subsidiary (2)
- : health service planning (1)
- Capabilities (1)
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- Citizen-client (1)
- Comparative health policy (1)
- Distributed knowledge (1)
- Dynamic (1)
- Health policy (1)
- Health service planning (1)
- International business (1)
- Knowledge repositories (1)
- Micro-perspective (1)
- Middle manager (1)
- Middle managers (1)
- Organizational learning (1)
- Public participation (1)
- Strategy development process (1)
- Strategy-as-practice (1)
Articles 1 - 5 of 5
Full-Text Articles in Business
Revitalisation, Rigour And Relevance: The Citizen-Client And Planning In The Health Services., Vivienne Byers
Revitalisation, Rigour And Relevance: The Citizen-Client And Planning In The Health Services., Vivienne Byers
Conference Papers
Whereas, in many OECD countries strategic planning in health care has been in evidence since the 1970s, in Ireland the emergence of strategic management processes in health care planning didn’t occur until the 1990s.
This paper reports on part of a comparative study of health services planning in Ireland and in Canada. How can the strategic management of the Irish health services in the form of service planning be implemented? The focus of this paper is the identification of two key stumbling blocks to success in this endeavour. These include the limitations of the control mechanism, the legislation, underpinning service …
Strategic Change In The Irish Health Services: Comparative Case Studies In Planning, Vivienne Byers
Strategic Change In The Irish Health Services: Comparative Case Studies In Planning, Vivienne Byers
Conference Papers
This paper reports on a study of the implementation of service planning in the Irish health services in the context of significant organisational change. One of the central mechanisms of the Strategic Management Initiative (SMI) is the devolution of accountability and responsibility from the centre to executive agencies. Service planning in the Irish health care sector is seen as part of this strategic planning ethos.
This study in examining the function and implementation of the service plan in the Irish health care system drew comparisons with the Canadian experience. A multiple case study design was utilised. Key research questions were …
Subsidiaries, Competencies And The Implementation Of Dynamic Capabilities, Marty Reilly, Pamela Sharkey Scott
Subsidiaries, Competencies And The Implementation Of Dynamic Capabilities, Marty Reilly, Pamela Sharkey Scott
Conference Papers
Practitioners are increasingly urged by popular press and academia to add value and develop their business units by building dynamic capabilities; but both the academic theory and press fail to give a comprehensive definition as to what constitutes a dynamic capability and how they can be developed. The purpose of this paper is to explore and ultimately build upon the current literature in addressing this need, thereby contributing to managerial and academic thinking on dynamic capabilities and then to discuss the potential managerial implications in a subsidiary context. This is in response to identifying the gap both theoretically and empirically …
The Role Of The Middle Manager In The Strategy Development Process Of The Multinational Subsidiary, Donal O'Brien, Pamela Sharkey Scott
The Role Of The Middle Manager In The Strategy Development Process Of The Multinational Subsidiary, Donal O'Brien, Pamela Sharkey Scott
Conference Papers
As multinational corporations (MNC) strive for long term competitiveness in complex business environments the Strategic Development Process has emerged as a potential source of competitive advantage (Grant, 2003). Despite this recognition there is limited knowledge of the strategy development process and the contributors to strategy development at the subsidiary level of the MNC. The essence of strategy development is contributing to competitive advantage through management activities (Papadakis et al, 1998), but much of the focus of research up to this point has been on the strategic relationship between subsidiary top management and corporate headquarters with little attention being paid to …
Don’T Store It, Search For It: How Organizations Can Encourage Middle Managers To Search For Distributed Knowledge, Esther Tippmann, Pamela Sharkey Scott, Vincent Mangematin
Don’T Store It, Search For It: How Organizations Can Encourage Middle Managers To Search For Distributed Knowledge, Esther Tippmann, Pamela Sharkey Scott, Vincent Mangematin
Conference Papers
This qualitative study examined how middle managers, at the micro-level, search for distributed knowledge to resolve non-routine problems, and how the organizational context, at the macro-level, influences the knowledge search effectiveness. We find that middle managers proactively search organization wide knowledge resources, thus highlighting the significance of middle managers in integrating distributed knowledge. Further, our findings show the importance of the organization to provide supporting structures. In particular, we offer evidence that effective knowledge search does not rely on repositories but that organizational design aspects and a strategy for managing knowledge that emphasizes interaction opportunities, informality, and openness can promote …