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Our Reforms, Our Partnerships, Same Problems: The Chronic Case of the English NHS

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  • Robert McMurray

Abstract

With the publication of a white paper on ‘Our Health, Our Care, Our Say’, the government reasserted its belief in the value of partnerships in delivering effective public services. Yet, despite the commitment, perpetual organizational reform will continue to undermine joint working. This article explores how certain types of continuous and externally imposed organizational change cause managers and practitioners to reluctantly turn away from partnership working, and considers what this means for policy outcomes.

Suggested Citation

  • Robert McMurray, 2007. "Our Reforms, Our Partnerships, Same Problems: The Chronic Case of the English NHS," Public Money & Management, Taylor & Francis Journals, vol. 27(1), pages 77-82, February.
    • Handle: RePEc:taf:pubmmg:v:27:y:2007:i:1:p:77-82
    DOI: 10.1111/j.1467-9302.2007.00558.x
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    Cited by:

    1. Hayley Alderson & Eileen Kaner & Amy O’Donnell & Angela Bate, 2022. "A Qualitative Exploration of Stakeholder Involvement in Decision-Making for Alcohol Treatment and Prevention Services," IJERPH, MDPI, vol. 19(4), pages 1-14, February.
    2. Wynen, Jan & Boon, Jan & Kleizen, Bjorn & Verhoest, Koen, 2020. "How multiple organizational changes shape managerial support for innovative work behavior : Evidence from the Australian Public Service," Other publications TiSEM 4f721d76-0c44-4d72-a494-9, Tilburg University, School of Economics and Management.

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