ENGAGING DOCTORS IN LEADERSHIP: REVIEW OF THE LITERATURE

[1]  M. Hammer,et al.  Reengineering the Corporation , 1993 .

[2]  B Sibbald,et al.  A subtle governance: 'soft' medical leadership in English primary care. , 2003, Sociology of health & illness.

[3]  A. Taket.  Shaping Strategic Change: Making Change in Large Organisations—The Case of The National Health Service , 1992 .

[4]  David L. Collinson,et al.  Rethinking followership: a post-structuralist analysis of follower identities , 2006 .

[5]  Chris Ham,et al.  Lost in Translation? Health Systems in the US and the UK , 2005 .

[6]  M. J. Cook.  Improving care requires leadership in nursing. , 1999, Nurse education today.

[7]  Ewan Ferlie,et al.  Reengineering Health Care: The Complexities of Organizational Transformation , 2002 .

[8]  S. Dowton,et al.  Leadership in medicine: where are the leaders? , 2004, The Medical journal of Australia.

[9]  K. Weick.  Organizational Culture as a Source of High Reliability , 1987 .

[10]  R. Greenwood,et al.  Understanding strategic change: The contribution of archetypes , 1993 .

[11]  R. Greenwood,et al.  Sedimentation and Transformation in Organizational Change: The Case of Canadian Law Firms , 1996 .

[12]  Andrew Pettigrew,et al.  Shaping Strategic Change , 1992 .

[13]  J. B. Quinn,et al.  Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry , 1992 .

[14]  E. Ferlie,et al.  Managing Change and Role Enactment in the Professionalized Organization , 2006 .

[15]  John Kennedy,et al.  Medicine, management, and modernisation: a “danse macabre”? , 2003, BMJ : British Medical Journal.

[16]  F. Crosson.  Kaiser Permanente: a propensity for partnership , 2003, BMJ : British Medical Journal.

[17]  T. Brennan,et al.  Physician-citizens--public roles and professional obligations. , 2004, JAMA.

[18]  H. Dickinson,et al.  Transforming or Transacting? The Role of Leaders in Organisational Transition , 2006 .

[19]  J L O'Brien,et al.  Assessing the evidence on CQI: is the glass half empty or half full? , 1995, Hospital & health services administration.

[20]  John H Wasson,et al.  Microsystems in health care: Part 1. Learning from high-performing front-line clinical units. , 2002, The Joint Commission journal on quality improvement.

[21]  S. Xirasagar,et al.  Physician Leadership Styles and Effectiveness: An Empirical Study , 2005, Medical care research and review : MCRR.

[22]  R. Klein,et al.  The New Politics of the NHS , 2013 .

[23]  Jane Robinson,et al.  The NHS under new management. , 1990 .

[24]  Chris Ham,et al.  Improving the performance of health services: the role of clinical leadership , 2003, The Lancet.

[25]  許俊湧.  The New Public Service: Serving, Not Steering , 2004 .

[26]  Alastair Baker,et al.  Crossing the Quality Chasm: A New Health System for the 21st Century , 2001, BMJ : British Medical Journal.

[27]  Michael Guthrie,et al.  Engaging Physicians in Performance Improvement , 2005, American journal of medical quality : the official journal of the American College of Medical Quality.

[28]  W. Wiegand.  : Professional Powers: A Study of the Institutionalization of Formal Knowledge , 1987 .

[29]  D. Preston,et al.  Doctor in the process. The engagement of clinical directors in hospital management. , 1997, Journal of management in medicine.

[30]  A. Hewison,et al.  Leadership development in health care: a word of caution. , 2004, Journal of health organization and management.

[31]  W. Edwards Deming,et al.  Out of the Crisis , 1982 .

[32]  Jean-Louis Denis,et al.  Leadership and Strategic Change under Ambiguity , 1996 .

[33]  P. Dimitrijevic.  10 High Impact Changes for service improvement and delivery: a guide for NHS leaders , 2008 .

[34]  H. Davies,et al.  Views of doctors and managers on the doctor-manager relationship in the NHS , 2003, BMJ : British Medical Journal.

[35]  J. Firth‐Cozens,et al.  Leadership and the quality of care , 2001, Quality in health care : QHC.

[36]  P. Corrigan,et al.  Mental health team leadership and consumers satisfaction and quality of life. , 2000, Psychiatric services.

[37]  S. Haslam,et al.  The ASPIRe model: Actualizing Social and Personal Identity Resources to enhance organizational outcomes. , 2003 .

[38]  J. Kennedy,et al.  Mediating the Cultural Boundaries between Medicine, Nursing and Management—the Central Challenge in Hospital Reform , 2001 .

[39]  Henry Mintzberg,et al.  Structure in 5's: A Synthesis of the Research on Organization Design , 1980, Management Science.

[40]  S. Shortell,et al.  Improving the quality of health care in the United Kingdom and the United States: a framework for change. , 2001, The Milbank quarterly.

[41]  M. Guthrie.  Challenges in developing physician leadership and management. , 1999, Frontiers of health services management.

[42]  S L Walston,et al.  Reengineering hospitals: evidence from the field. , 1997, Hospital & health services administration.

[43]  J. Reason.  Human error: models and management , 2000, BMJ : British Medical Journal.

[44]  A. Bryman.  Leadership and Organizations , 1986 .

[45]  Eliot Freidson,et al.  Professional Powers: A Study of the Institutionalization of Formal Knowledge , 1986 .

[46]  I. Brooks,et al.  Leadership of a cultural change process. , 1996, Health manpower management.

[47]  R. Greenwood,et al.  “P2-Form” Strategic Management: Corporate Practices in Professional Partnerships , 1990 .

[48]  Jeffrey Braithwaite,et al.  Restructuring as gratification. , 2005, Journal of the Royal Society of Medicine.

[49]  Toby Simon,et al.  Controlling Health Professionals The future of work and the organization in the NHS , 1994 .

[50]  Eugene C Nelson,et al.  Microsystems in health care: Part 5. How leaders are leading. , 2003, Joint Commission journal on quality and safety.

[51]  S. Harrison,et al.  Managing the National Health Service: Shifting The Frontier? , 1988 .

[52]  R L Helmreich,et al.  Pilot personality and crew coordination: implications for training and selection. , 1991, The International journal of aviation psychology.

[53]  L. McKee,et al.  Between organizations and institutions: legitimacy and medical managers. , 2000 .

[54]  A. Langley,et al.  The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations , 2001 .

[55]  Malin Wreder,et al.  Public Management Reform , 2000 .

[56]  Jean-Louis Denis,et al.  The struggle to redefine boundaries in health care systems , 1999 .

[57]  S. Shortell,et al.  Leadership for Quality Improvement in Health Care: Empirical Evidence on Hospital Boards, Managers, and Physicians , 1996, Medical care research and review : MCRR.

[58]  Physician Leadership "Group Responsibility" as Key to Accountability in Medicine. , 2004, The Permanente journal.

[59]  R. Feachem,et al.  Getting more for their dollar: a comparison of the NHS with California's Kaiser Permanente. , 2002, BMJ.

[60]  M. Hammer,et al.  REENGINEERING THE CORPORATION: A MANIFESTO FOR BUSINESS REVOLUTION , 1995 .

[61]  A. Enthoven,et al.  Toward a 21st century health system : the contributions and promise of prepaid group practice , 2004 .

[62]  L. Millward,et al.  Clinical leadership in health care: a position statement. , 2005, International journal of health care quality assurance incorporating Leadership in health services.

[63]  R. Joss,et al.  What makes for successful TQM in the NHS? , 1994, International journal of health care quality assurance.

[64]  Martin Marshall,et al.  The quantitative measurement of organizational culture in health care: a review of the available instruments. , 2003, Health services research.

[65]  Chris Ham,et al.  Redesigning work processes in health care: lessons from the National Health Service. , 2003, The Milbank quarterly.

[66]  M. Kitchener.  ‚ÄòAll fur coat and no knickers‚Äô: contemporary organizational change in United Kingdom hospitals , 1999 .

[67]  David Blumenthalt,et al.  Improving clinical practice : total quality management and the physician , 1996 .