Culture and Climate in Health Care Organizations

Chapter 1 Introduction: Why Focus on Culture and Climate?

Chapter 2 Converging and Diverging Concepts in Culture and Climate Research: Cultate or Climure?

Chapter 3 Changing Management Cultures in the English National Health Service

Chapter 4 Culture Made Flesh: Discourse, Performativity and Materiality

Chapter 5 Organizational-Professional Conflict in Medicine

Chapter 6 People, Place and Innovation: How Organizational Culture and Physical Environment Shaped the Implementation of the NHS TC Programme

Chapter 7 Interpersonal Relationships and Decision-Making about Patient Flow: What and Who Really Matters?

Chapter 8 Bullying, Culture, and Climate in Health care Organizations: A theoretical Framework

Chapter 9 Changing Relationships between Health Service Managers: Confrontation, Collusion and Collaboration

Chapter 10 HRM Practice Systems in Employer-of-Choice Health Care Organizations

Chapter 12 Health Network Culture and Reform

Chapter 13 Primary Health Care Innovation Sites: Learning to Create New Cultures of Care

Chapter 14 A Shared Vision: Using Action Research for Work Culture Change in a Cardiology Department

Chapter 15 Creating a Climate for Service Improvement through Role Structures

Chapter 16 Accountability and Transparency through the Technologization of Practice

Chapter 17 The Role of Cultural Performance in Health Care Commissioning

Chapter 18 Conclusion: Culture and Climate in Health Care Organizations — Evidentiary, Conceptual and Practical progress