ORCID Profile
0000-0002-7826-9726
Current Organisations
Monash University
,
Imperial College London
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Publisher: SAGE Publications
Date: 22-05-2016
Abstract: This article explores contrasting forms of ‘knowledge leadership’ in mobilizing management research into organizational practice. Drawing on a Foucauldian perspective on power–knowledge, we introduce three axes of power–knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on ‘polar cases’ of managers engaged in mobilizing management research in six research-intensive organizations in the UK healthcare sector. We find that knowledge leadership involves agentic practices through which managers strive to actively become the knowledge object – personally transposing, appropriating or contending management research. This article contributes to the literature by advancing the concept of knowledge leadership in the work of mobilizing management research into organizational practice.
Publisher: Oxford University Press
Date: 14-07-2016
Publisher: Emerald
Date: 02-11-2010
DOI: 10.1108/14777261011088683
Abstract: The purpose of this paper is to explore general practitioners' (GPs') and psychiatrists' views and experiences of transparent forms of medical regulation in practice, as well as those of medical regulators and those representing patients and professionals. The research included interviews with GPs, psychiatrists and others involved in medical regulation, representing patients and professionals. A qualitative narrative analysis of the interviews was then conducted. Narratives suggest rising levels of complaints, legalisation and blame within the National Health Service (NHS). Three key themes emerge. First, doctors feel “guilty until proven innocent” within increasingly legalised regulatory systems and are consequently practising more defensively. Second, regulation is described as providing “spectacular transparency”, driven by political responses to high profile scandals rather than its effects in practice, which can be seen as a social defence. Finally, it is suggested that a “blame business” is driving this form of transparency, in which self‐interested regulators, the media, lawyers, and even some patient organisations are fuelling transparency in a wider culture of blame. A relatively small number of people were interviewed, so further research testing the findings would be useful. Transparency has some perverse effects on doctors' practice. Rising levels of blame has perverse consequences for patient care, as doctors are practicing more defensively as a result, as well as significant financial implications for NHS funding. Transparent forms of regulation are assumed to be beneficial and yet little research has examined its effects in practice. In this paper we highlight a number of perverse effects of transparency in practice.
Publisher: Elsevier BV
Date: 02-2012
DOI: 10.1016/J.SOCSCIMED.2011.09.035
Abstract: We explore how doctors, psychotherapists and counsellors in the U.K. react to regulatory transparency, drawing on qualitative research involving 51 semi-structured interviews conducted during 2008-10. We use the concept of 'reactivity mechanisms' (Espeland & Sauder, 2007) to explain how regulatory transparency disrupts practices through simplifying and decontextualizing them, altering practitioners' reflexivity, leading to defensive forms of practice. We make an empirical contribution by exploring the impact of transparency on doctors compared with psychotherapists and counsellors, who represent an extreme case due to their uniquely complex practice, which is particularly affected by this form of regulation. We make a contribution to knowledge by developing a model of reactivity mechanisms, which explains how clinical professionals make sense of media and professional narratives about regulation in ways that produce emotional reactions and, in turn, defensive reactivity to transparency.
Publisher: SAGE Publications
Date: 09-2012
Abstract: Turbulence is usually considered a negative property of an organization’s environment. Yet turbulence is also a feature of an organization’s internal dynamics and may be useful for productivity. This article argues that interactions between the formal and informal management of trouble produce relational turbulence that may mobilize resources and collective action, or conversely lead to dysfunction and crisis. The author links relational psychoanalytic theory with social constructionist perspectives in exploring intersubjective dynamics of trouble and its repercussions of turbulence. Based on a longitudinal interorganizational ethnography, an atypical mental healthcare organization is described – a democratic therapeutic community – in which turbulence plays a central function, but in two very different ways. In a restorative mode, turbulence generates formative spaces that are creative and have a regulating function, useful for organizational productivity. Conversely, a perverse mode is destructive and may produce intractable perverse spaces, leading to organizational dysfunction, crisis and even collapse. This is theorized by extending the psychoanalytic concept of liminal, transitional space. In contrast to the notion of transitional space as a safe, protective area, the author develops a model of distinct formative and perverse spaces created by relational turbulence in organizations. In human service organizations, where the generation, trading and management of trouble are inherent in an organization’s internal dynamics, turbulence may be a valuable resource, but one that, in the perverse mode, can be immensely destructive.
Publisher: Academy of Management
Date: 2015
Publisher: Oxford University Press
Date: 15-09-2016
Publisher: Wiley
Date: 06-12-2018
DOI: 10.1111/HEQU.12194
Publisher: BMJ
Date: 11-04-2017
Publisher: Wiley
Date: 16-10-2015
DOI: 10.1111/PADM.12221
Publisher: SAGE Publications
Date: 14-07-2017
Abstract: In this article, we discuss temporal work and temporal politics situated between groups with different temporal orientations, arguing that attention needs to be paid to covert and unarticulated silent politics during temporal work. Drawing on a case study of a management consultancy project to redesign public health care, we explain how unarticulated temporal interests and orientations shape the construction of problems, which, in turn, legitimate tasks and time frames. We also show how task and time frames are temporarily fixed and imposed through boundary objects, and the way these may then be reinterpreted and co-opted to deflect pressure to change. Thus, we argue, unarticulated, covert and political temporal inter-dynamics produce expedient provisional temporal settlements, which resolve conflict in the short term, while perpetuating it in the longer run.
Publisher: Academy of Management
Date: 07-2012
Publisher: Elsevier BV
Date: 2013
Publisher: Maad Rayan Publishing Company
Date: 14-12-2020
Abstract: Background : Despite increasing investments in academic health science centres (AHSCs) in Australia and an expectation that they will serve as vehicles for knowledge translation and exchange, there is limited empirical evidence on whether and how they deliver impact. The aim of this study was to examine and compare the early development of four Australian AHSCs to explore how they are enacting their impact-focused role. Methods : A descriptive qualitative methodology was employed across four AHSCs located in erse health system settings in urban and regional locations across Australia. Data were collected via semi-structured interviews with 15 academic, industry and executive board members of participating AHSCs. The analysis combined inductive and deductive elements, with inductive categories mapped to deductive themes corresponding to the study aims. Results : AHSCs in Australia are in an emergent state of development and are following different pathways. Whilst varied approaches to support research translation are apparent, there is a dominant focus on structure and governance, as opposed to action-oriented roles and processes to deliver strategic goals. Balancing collaboration and competition between partners presents a challenge, as does identifying appropriate ways to evaluate impact. Conclusion : The early stage of development of AHSCs in Australia presents an important opportunity for formative learning and evaluation to optimise their enactment of knowledge mobilisation processes for impact.
Publisher: Maad Rayan Publishing Company
Date: 25-04-2022
Publisher: Springer Science and Business Media LLC
Date: 19-07-2016
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Michael Fischer.