Management knowledge and learning in the UK healthcare context: change and continuity

Mike Bresnen, Damian E. Hodgson, Simon Bailey, Paula Hyde, John Hassard

Research output: Contribution to journalConference paperpeer-review


Major recent changes witnessed within UK healthcare have had dramatic consequences for management, while the increased expectation that healthcare managers demonstrate leadership has put the spotlight firmly on their managerial knowledge. As yet, however, we know comparatively little about how healthcare managers acquire and apply management knowledge, and how this is influenced by their professional development. Drawing upon situated learning theory and Blackler's framework of knowledge types, we examine managers' orientations to knowledge in the context of recent policy changes. Recognizing that healthcare management is complex, comparative case study evidence is presented from three types of hospital trust (acute, care and specialist) and across three generic managerial groups (clinical, general and functional). Our research highlights the obstacles faced by managers in developing their knowledge and learning, and how contemporary changes are reinforcing long-established preferences for embodied ('tried and tested') knowledge as well as locally encultured ('home-grown') management solutions.
Original languageEnglish
Pages (from-to)970-975
Number of pages6
JournalAcademy of Management Annual Meeting Proceedings
Issue number1
Publication statusPublished - 2016
Externally publishedYes
Event76th Annual Meeting of the Academy of Management, AOM 2016 - Anaheim, United States
Duration: 5 Aug 20169 Aug 2016


  • healthcare
  • knowledge
  • management


Dive into the research topics of 'Management knowledge and learning in the UK healthcare context: change and continuity'. Together they form a unique fingerprint.

Cite this