Wankhade, P, Heath, G and Radcliffe, J (2017) Cultural change and perpetuation in organisations: evidence from an English emergency ambulance service. Public Management Review, 20 (6). pp. 923-948. ISSN 1461-667X

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Abstract

Transforming cultures rather than changing structures is a favourite prescription for reforming health care organisations. We explore the relationship between cultures, performance measures, and organisational change by analysing the cultural characteristics of an English ambulance trust to understand how organisational culture is perpetuated. Internal and external factors that impact on culture change programmes, such as historical legacy and sub-cultural dynamics, are identified. The role and identity of ambulance personnel, the conflict between professional culture and managerial objectives, and the role of performance measurement were found to be significant issues which promoted resistance to enforced change and impeded planned management action.

Item Type: Article
Additional Information: This is the accepted author manuscript (AAM). The final published version (version of record) is available online via Taylor and Francis at https://doi.org/10.1080/14719037.2017.1382278 Please refer to any applicable terms of use of the publisher.
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculty of Humanities and Social Sciences > Keele Management School
Depositing User: Symplectic
Date Deposited: 11 Apr 2018 10:30
Last Modified: 11 Jun 2018 10:58
URI: http://eprints.keele.ac.uk/id/eprint/4737

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