000			01742naa a2200205uu 4500
001			0050511485941
003			OSt
005			20190211171511.0
008			100505s2008 xx ||||gr |0|| 0 eng d
100	1		_aRHODES, Carl _939864
245	1	0	_aEthical vitality : _bidentity, responsibility, and change in an australian hospital
260			_aPhiladelphia : _bRoutledge, _cJuly 2008
520	3		_aThis article reports and reflects on a narrative ethnographic account of organizational change in a large public hospital in Australia. We describe how the conduct and identity positions of people in the hospital were related to three prevalent discourses; one of authoritarian professionalism, one of collaboration and open disclosure, and one of inspection and retribution. We suggest that the presence of multiple and competing organizational discourses on which to base decisions, highlighted the need for managers to take a personal stake in deciding their own conduct. We propose the notion of ethical vitality as a means of registering the ways that ethical responsibility can only come alive in organizations when people take, and are in a position to take, a reflexive responsibility for their conduct. On this basis, we suggest that the presence of multiple ethical norms and rules in organizations, on a plural model, might actually make people in organizations more rather than less ethically responsible.
700	1		_aCLEGG, Stewart R. _92272
700	1		_aANANDAKUMAR, Anjana _939865
773	0	8	_tInternational Journal of Public Administration - IJPA _g31, 9, p. 1037-1057 _dPhiladelphia : Routledge, July 2008 _xISSN 01900692 _w
942			_cS
998			_a20100505 _b1148^b _cJaqueline
998			_a20100723 _b1126^b _cDaiane
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32861 _d32861
041			_aeng