Research output

Article in Journal ()

Institutional entrepreneurship in hostile settings: health and social care partnerships in Scotland, 2002-05

Citation
Forbes T (2012) Institutional entrepreneurship in hostile settings: health and social care partnerships in Scotland, 2002-05, Environment and Planning C: Government and Policy, 30 (6), pp. 1100-1115.

Abstract
Using institutional entrepreneurship theory, I examine the emergence of a novel partnership model in Scotland between 2002 and 2005 to deliver health and social care services. Utilising a qualitative methodology based on interviews and secondary data, I investigate how health and social care managers in a large urban city area acted as institutional entrepreneurs. By engaging in institutional work at a microlevel, mesolevel, and macrolevel, these managers overcame institutional pressure to implement a centrally mandated partnership model advocated by the then Scottish Executive. The study suggests that institutional entrepreneurship is a specific form of change management that can provide unique insights into the political and negotiative processes involved in implementing divergent change in the face of local and national resistance and offers guidance to policy makers and practitioners in framing and implementing change initiatives.

Keywords
institutional entrepreneurship; partnership working; health and social care

AuthorsForbes Thomas
Publication date2012
URLhttp://www.envplan.com/abstract.cgi?id=c11275b
PublisherPion
ISSN 0263-774X
LanguageEnglish

Journal
Environment and Planning c: Government and Policy: Volume 30, Issue 6

© University of Stirling FK9 4LA Scotland UK • Telephone +44 1786 473171 • Scottish Charity No SC011159
My Portal