Foreword; R.Stewart Introduction; A.Mark & S.Dopson Managing, Organising and Performing in Healthcare: What Do We Know and How Can We Learn?; S.Dawson Organisational Development: from a Reactive to a Proactive Process; P.Spurgeon Methodology & Marketing: Making Organisational Behaviour Research Irresistible in Health Care; E.Peck & J.Secker The Consumers' Role in Coordination: Making Sense of the Transitions in Health Care; A.Harrison, A.Pablo & M.Verhoef Professional Control Issues Between Medicine and Nursing in Primary Care; L.Ashburner & K.Birch Enabling Leaders to Change: Interventions with Established GP Principals Through a Mid Career Break Scheme; V.Morley, N.Speigal, F.Majid & P.Laurence Medical Managers: Puppetmasters or Puppets?: Sources of Power and Influence in Clinical Directorates; L.McKee, G.Marnoch & N.Dinnie Variations on a Theme: Clinicians in Management in England and the Netherlands; B.N.Ong & R.Schepers Leadership in the NHS: What are the Competences and Qualities Needed and How Can They Be Developed?; B.A.Metcalfe The Influence of Middle Management upon Emergent Strategy: the Case for More Micro Empirical Studies; G.Currie MAPS for PAMS: Managerial and Professional Solutions for Professions Allied to Medicine; A.Mark Evidence into Practice?: an Exploratory Analysis of the Interpretation of Evidence; L.Fitzgerald, E.Ferlie, M.Wood & C.Hawkins Value Critical Analysis and Actor Network Theory: Two Perspectives on Collaboration in the Name of Health; S.Cropper Organising for Incompatible Priorities; F.Blackler, A.Kennedy & M.Reed Evaluating Interventions to Health Organisation; J.Ovretveit Conclusion; A.Mark & S.Dopson Index

Foreword; R.Stewart Introduction; A.Mark & S.Dopson Managing, Organising and Performing in Healthcare: What Do We Know and How Can We Learn?; S.Dawson Organisational Development: from a Reactive to a Proactive Process; P.Spurgeon Methodology & Marketing: Making Organisational Behaviour Research Irresistible in Health Care; E.Peck & J.Secker The Consumers' Role in Coordination: Making Sense of the Transitions in Health Care; A.Harrison, A.Pablo & M.Verhoef Professional Control Issues Between Medicine and Nursing in Primary Care; L.Ashburner & K.Birch Enabling Leaders to Change: Interventions with Established GP Principals Through a Mid Career Break Scheme; V.Morley, N.Speigal, F.Majid & P.Laurence Medical Managers: Puppetmasters or Puppets?: Sources of Power and Influence in Clinical Directorates; L.McKee, G.Marnoch & N.Dinnie Variations on a Theme: Clinicians in Management in England and the Netherlands; B.N.Ong & R.Schepers Leadership in the NHS: What are the Competences and Qualities Needed and How Can They Be Developed?; B.A.Metcalfe The Influence of Middle Management upon Emergent Strategy: the Case for More Micro Empirical Studies; G.Currie MAPS for PAMS: Managerial and Professional Solutions for Professions Allied to Medicine; A.Mark Evidence into Practice?: an Exploratory Analysis of the Interpretation of Evidence; L.Fitzgerald, E.Ferlie, M.Wood & C.Hawkins Value Critical Analysis and Actor Network Theory: Two Perspectives on Collaboration in the Name of Health; S.Cropper Organising for Incompatible Priorities; F.Blackler, A.Kennedy & M.Reed Evaluating Interventions to Health Organisation; J.Ovretveit Conclusion; A.Mark & S.Dopson Index