The theory of organizational path dependence helps us to understand why organizational
change is sometimes extremely difficult, if not impossible. Although recent …

Cultural-historical activity theory (Cole & Engestrom, 1993; Engestrom, Miettinen &
Punamaki, 1999; Leont'ev, 1978) places decision making in the context of object-oriented …

A good deal of strategic choice has been given back to organizations, which have become
actors of their (only partial) compliance with institutional demands that they in turn contribute …

At the time of publication, Andrew Pettigrew and colleagues' book received wide acclaim as
a balanced and rich contribution to the study of strategic change. Eighteen years since …

Purpose–The purpose of this paper is to show that networks are emerging as a new,
innovative organisational form in the UK public sector. The emergence of more network …

Based on lessons learned from the evaluation of the implementation of an integrated
oncological services network in Québec, this paper discusses the following question: to what …

This article presents a theoretical and empirical analysis of the recursive relationship
between leadership practices and contexts to help explain the dynamics of change in a …

This article contributes to our understanding of practices in innovating organizations.
Previous studies have demonstrated how breakthroughs in knowledge may fail to be …

In the last decades, increased focus on time optimisation in healthcare services has led to
introduction of new standardising technologies that alter the temporal structures of treatment …

This study builds a framework to investigate the current trends emerging in hospital
organizational design and its main consequences on human resources management. The …