Different cultures of management and their relationships with organizational performance: evidence from the UK ambulance service

Wankhade, Paresh

doi:10.1080/09540962.2012.676312

Cited by 43 publications

(49 citation statements)

References 23 publications

(17 reference statements)

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“…It thus appears that attempts to bring cultural change in ambulance trusts will need to consider cultural sensitivities of different subcultures within the organisation (Wankhade, 2012). Without the appreciation of this 'symbol dilemma' (Harris and Obgonna, 2002), such an intervention programme may not meet with the expected success.…”

Section: But Latermentioning

confidence: 99%

“…Recent evidence (Wankhade, 2011;Radcliffe and Heath, 2009) suggests that the issue of clinical education and workforce training in the ambulance service in the UK has been hijacked, to an extent, by the operational exigencies of meeting performance targets. This pertains to the first objectives of the culture change programme discussed earlier in this section.…”

Section: But Latermentioning

confidence: 99%

“…Bevan and Hood (2006) identify 'reactive subversions' (p. 521) in three of the targets in the English NHS. Wankhade (2011) documented a range of unintended consequences of the ambulance performance targets in the English NHS. Given the importance of recognising perverse consequences, empirical investigations of unanticipated consequences of culture management are surprisingly few.…”

Section: Literature Reviewmentioning

confidence: 99%

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The negative consequences of culture change management

Wankhade

Brinkman

2014

International Journal of Public Sector Management

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Purpose-The purpose of this paper is to analyse the culture change management programme in one UK NHS ambulance service, documenting various perverse consequences of the change management and suggest further research implications.Design/methodology/approach-The paper reviews the literature on 'culture' and 'culture change' and identifies several perverse consequences of a culture change management programme through an in-depth case study analysis, based on interviews with trust staff and policy experts along with non-participant observation. Study was given ethical approval by the local NHS research ethics committee.Findings-Significant negative consequences of the culture change management programme in the ambulance service are systematically documented. The paper argues that any worthwhile study of organisational culture change management must take into account the perverse consequences of such a process and its overall impact on employees.Research limitations/implications-These findings come from detailed investigation from only one large ambulance trust in the UK. However they have significant implications for the organisational 'culture-performance' debate.Practical implications-The paper draws out several policy and practice implications from this empirical study. Any meaningful evaluation of culture change initiatives should be seen not only in relation to success in achieving planned objectives, but also by keeping in mind negative consequences of culture change programmes.Social implications-The concept of unintended consequences has a long history in organisational theory, but there have been relatively few empirical studies recognising the importance of unintended consequences of cultural management efforts. The impact of cultural change programmes in different organisational settings, including the ambulance service, remains under-researched.Originality/value -This paper makes an original contribution in identifying and systematically documenting the disjuncture between stated and unintended consequences of ambulance culture change management programme, which will be of value to academics, practitioners and policy makers including theory building.

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Section: But Latermentioning

confidence: 99%

Section: But Latermentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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The negative consequences of culture change management

Wankhade

Brinkman

2014

International Journal of Public Sector Management

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“…Over recent years, the ambulance service has faced strong pressure to reduce, or at least contain, rising ambulance demand, driven by the introduction of government-monitored performance targets. More recently, policy related to the ambulance service has highlighted the potential for the ambulance service to adopt a more central role in the delivery and performance of services across urgent and emergency care, 7,37 and the service itself has called for a move away from a command and control culture to a more 'visionary, enthusiastic and motivating' approach to leading the service. 7,36 NHS 111 provides an opportunity for the ambulance service to position itself in this central role.…”

Section: Sitementioning

confidence: 99%

The work, workforce, technology and organisational implications of the ‘111’ single point of access telephone number for urgent (non-emergency) care: a mixed-methods case study

Turnbull

Pope

Rowsell

et al. 2014

Health Services and Delivery Research

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Health Services and Delivery ResearchISSN 2050-4349 (Print) ISSN 2050-4357 (Online) This journal is a member of and subscribes to the principles of the Committee on Publication Ethics (COPE) (www.publicationethics.org/).Editorial contact: nihredit@southampton.ac.ukThe full HS&DR archive is freely available to view online at www.journalslibrary.nihr.ac.uk/hsdr. Print-on-demand copies can be purchased from the report pages of the NIHR Journals Library website: www.journalslibrary.nihr.ac.uk Criteria for inclusion in the Health Services and Delivery Research journalReports are published in Health Services and Delivery Research (HS&DR) if (1) they have resulted from work for the HS&DR programme or programmes which preceded the HS&DR programme, and (2) they are of a sufficiently high scientific quality as assessed by the reviewers and editors. HS&DR programmeThe Health Services and Delivery Research (HS&DR) programme, part of the National Institute for Health Research (NIHR), was established to fund a broad range of research. It combines the strengths and contributions of two previous NIHR research programmes: the Health Services Research (HSR) programme and the Service Delivery and Organisation (SDO) programme, which were merged in January 2012.The HS&DR programme aims to produce rigorous and relevant evidence on the quality, access and organisation of health services including costs and outcomes, as well as research on implementation. The programme will enhance the strategic focus on research that matters to the NHS and is keen to support ambitious evaluative research to improve health services.For more information about the HS&DR programme please visit the website: www.netscc.ac.uk/hsdr/ This reportThe research reported in this issue of the journal was funded by the HS&DR programme or one of its proceeding programmes as project number 10/1008/10. The contractual start date was in August 2011. The final report began editorial review in November 2012 and was accepted for publication in April 2013. The authors have been wholly responsible for all data collection, analysis and interpretation, and for writing up their work. The HS&DR editors and production house have tried to ensure the accuracy of the authors' report and would like to thank the reviewers for their constructive comments on the final report document. However, they do not accept liability for damages or losses arising from material published in this report.This report presents independent research funded by the National Institute for Health Research (NIHR). The views and opinions expressed by authors in this publication are those of the authors and do not necessarily reflect those of the NHS, the NIHR, NETSCC, the HS&DR programme or the Department of Health. If there are verbatim quotations included in this publication the views and opinions expressed by the interviewees are those of the interviewees and do not necessarily reflect those of the authors, those of the NHS, the NIHR, NETSCC, the HS&DR programme or the Department of Health. © Queen's Print...

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“…The UK government's latest strategy for counter-terrorism (CONTEST, 2011) further enforces the drive forward to work together to improve interoperability by getting to understand the different management and procedures (Donahue, 2004), technology (Bevan and Hamblin, 2009) and professional cultures (see Wankhade, 2012) with the current economic climate providing the driver for such a joint-working (Cole, 2010a). This provides a timely focus to the wider issue of emergency services research.…”

Section: Background and Introductionmentioning

confidence: 99%

Bridging the theory and practice gap in emergency services research: a case for a new journal

Wankhade

Murphy

2012

International Journal of Emergency Services

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Purpose-The paper aims to provide the rationale underpinning this new journal in addressing the apparent gap and fragmented nature of the emergency services research, to introduce the papers in this inaugural issue and encourage readers and potential contributors to support the International Journal of Emergency Services (IJES).Design/methodology/approach-The paper introduces the new journal to outline the current "silos approach" which isolates the academic and practitioner community. It also outlines the editorial intentions for the journal linking to the theme and selected papers for the inaugural issue and future direction of travel.Findings-Emergency function resides with a host of agencies including the three "blue light" services (police fire and ambulance). IJES is an opportunity to publish up-to-date and original research contributions for the benefit of scholars, policy makers and practitioners in these areas, including the interface happening at national, regional and global level.Originality/value-Articulating the IJES vision in addressing the apparent gaps in the emergency services research including the theory-practise divide, the paper provides useful knowledge to potential readers who are interested but may have insufficient knowledge in the emergency services research. It also highlights some potential areas for research.

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Different cultures of management and their relationships with organizational performance: evidence from the UK ambulance service

Cited by 43 publications

References 23 publications

The negative consequences of culture change management

The negative consequences of culture change management

The work, workforce, technology and organisational implications of the ‘111’ single point of access telephone number for urgent (non-emergency) care: a mixed-methods case study

Bridging the theory and practice gap in emergency services research: a case for a new journal

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