000			02003naa a2200205uu 4500
001			0051717344537
003			OSt
005			20190211171618.0
008			100517s2009 xx ||||gr |0|| 0 eng d
100	1		_aMARTIN, Graham P _940136
245	1	0	_aLeadership, service reform, and public service networks : _bthe case of cancer-genetics pilots in the english NHS
260			_aCary : _bOxford University, _coct. 2009
520	3		_aIn attempting to reform public services, governments worldwide have sought to effect change through policies aimed at both transforming structures of public-service provision and facilitating the agency of public servants working within these. Various obstacles have been found, however, to impede the effectiveness of such efforts. In this article, the authors examine the role of organizational networks and distributed leadership—two prominent policies aimed at structure and agency, respectively—in the establishment and consolidation of service reform in the English National Health Service. Using a comparative case-study approach, they contrast the trajectories of two attempts to introduce and gain acceptance for service reform, noting important differences of context, process, and outcome between the sites. The findings indicate the importance of dispersed, as well as distributed, leadership in achieving change in a networked public-service setting. Effective leaders may indeed achieve change through the structures and processes of the network. However, the coexistence alongside the network of other organizational forms constrains the ability of leaders to achieve change without complementary action beyond the boundaries of the network
700	1		_aCURRIE, Graeme _924177
700	1		_aFINN, Rachael _940137
773	0	8	_tJournal of Public Administration Research and Theory _g19, 4, p. 769-794 _dCary : Oxford University, oct. 2009 _xISSN 10531858 _w
942			_cS
998			_a20100517 _b1734^b _cDaiane
998			_a20120517 _b1359^b _cGeisneer
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c33170 _d33170
041			_aeng