Ewan Ferlie

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Ewan Balfour Ferlie FBA (born May 1956) is a British social scientist, whose work has made an important contribution to the academic literature on public sector management. [1] [2] He has published widely and internationally on narratives of public management reform and also on questions of organizational change in public services organizations, especially in health care and higher education. [3] His well-cited [4] works include co-authored monographs, [5] [6] [7] Oxford University Press handbooks [8] [9] and peer reviewed articles. [10] [11] He is currently professor of public services management at King's College London. [12]

Contents

Education

Ewan Ferlie was originally educated at Kenilworth Grammar School and then Balliol College, Oxford (BA then Master of Arts, Oxon |MA]) with a first-class degree in Modern History 1977, also awarded the Roger Hall prize in history; then a MSc in Social Research and Social Policy at also at Oxford 1979). In 1986, he received a PhD in Social Policy from the University of Kent. He was President of Oxford University Liberal Society in 1976.

Career

After leaving Oxford, Ewan Ferlie first worked as a researcher in the Personal Social Services Research Unit at the University of Kent (1979–86) where he also studied for his PhD (1986) and then in the Centre for Corporate Strategy and Change at Warwick Business School (1986-1997). He was a professor of public services management and then Director of Research at Imperial College Management School from 1997 to 2003. He was Professor and Head of the School of Management at Royal Holloway, University of London (2003-2008). [3] He was head of the Department of Management at King's College London between 2008 and 2011.

He was a co-founder, chair and trustee of the Society for Studies in Organizing Healthcare, [13] a learned society within the Academy of Social Sciences.

Honors, awards and recognition

In 2008, Ewan Ferlie was elected a fellow of the Academy of Social Sciences. [14] He was elected a fellow of the British Academy in 2016. [15]

His co-authored paper "The nonspread of innovations: The mediating role of professionals" [11] received the Academy of Management Journal Best Article Award for 2005. [16]

List of key works

Pettigrew, A., Ferlie, E. and McKee, L. (1992) Shaping Strategic Change. London: Sage. [5]

Ferlie, E., Ashburner. L. Fitzgerald, L. and Pettigrew, A., (1996) The New Public Management in Action. Oxford: Oxford University Press. [6]

Ferlie, E.B. and Shortell, S.M., 2001. Improving the quality of health care in the United Kingdom and the United States: A framework for change. The Milbank Quarterly, 79(2), pp. 281–315. [10]

Ferlie, E., Fitzgerald, L., Wood, M. and Hawkins, C., 2005. The nonspread of innovations: The mediating role of professionals. Academy of Management Journal, 48(1), pp. 117–134. [11]

Ferlie, E., Lynn Jr, L.E. and Pollitt, C. eds., 2005. The Oxford Handbook of Public Management. Oxford University Press. [8]

Ferlie, E., Fitzgerald, L., McGivern, G., Dopson, S. and Bennett, C., 2013. Making wicked problems governable? The case of managed networks in health care. Oxford University Press. [7]

Ferlie, E. and Ongaro, E., 2015. Strategic Management in Public Services Organizations: Concepts, Schools and Contemporary Issues. Routledge. [1]

Ferlie, E., Montgomery, K. and Pedersen, A.R. eds., 2016. The Oxford Handbook of Health Care Management. Oxford University Press. [9]

Related Research Articles

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The reputation or prestige of a social entity is an opinion about that entity - typically developed as a result of social evaluation on a set of criteria, such as behavior or performance.

Medical social work is a sub-discipline of social work that addresses social components of medicine. Medical social workers typically work in a hospital, outpatient clinic, community health agency, skilled nursing facility, long-term care facility or hospice. They work with patients and their families in need of psychosocial help. Medical social workers assess the psychosocial functioning of patients and families and intervene as necessary. The role of a medical social worker is to "restore balance in an individual’s personal, family and social life, in order to help that person maintain or recover his/her health and strengthen his/her ability to adapt and reintegrate into society." Interventions may include connecting patients and families to necessary resources and support in the community such as preventive care; providing psychotherapy, supportive counseling, or grief counseling; or helping a patient to expand and strengthen their network of social supports. In short, a medical social worker provides services in three domains: intake and psychosocial assessment, case management and supportive therapy, and discharge planning and ongoing care that extends after hospitalization. They are also involved in patient and staff education, as well as with policy research for health programs. Professionals in this field typically work with other disciplines such as medicine, nursing, physical, occupational, speech, and recreational therapy.

As an ethic that spans science, engineering, business, and the humanities, transparency is operating in such a way that it is easy for others to see what actions are performed. Transparency implies openness, communication, and accountability.

<span class="mw-page-title-main">Public administration</span> Implementation of government policy

Public Administration or Public Policy and Administration is the implementation of public policy, administration of government establishment, management of non-profit establishment, and also a subfield of political science taught in public policy schools that studies this implementation and prepares people, especially civil servants in administrative positions for working in the public sector, voluntary sector, some industries in the private sector dealing with government relations, regulatory affairs, legislative assistance, corporate social responsibility (CSR), environmental, social, governance (ESG), public procurement (PP), public-private partnerships (P3), and business-to-government marketing/sales (B2G) as well as those working at think tanks, non-profit organizations, consulting firms, trade associations, or in other positions that uses similar skills found in public administration.

Governmentality is a concept first developed by the French philosopher Michel Foucault in the later years of his life, roughly between 1977 and his death in 1984, particularly in his lectures at the Collège de France during this time.

<span class="mw-page-title-main">Diffusion of innovations</span> Theory on how and why new ideas spread

Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread. The theory was popularized by Everett Rogers in his book Diffusion of Innovations, first published in 1962. Rogers argues that diffusion is the process by which an innovation is communicated over time among the participants in a social system. The origins of the diffusion of innovations theory are varied and span multiple disciplines.

In planning and policy, a wicked problem is a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize. It refers to an idea or problem that cannot be fixed, where there is no single solution to the problem; and "wicked" denotes resistance to resolution, rather than evil. Another definition is "a problem whose social complexity means that it has no determinable stopping point". Moreover, because of complex interdependencies, the effort to solve one aspect of a wicked problem may reveal or create other problems. Due to their complexity, wicked problems are often characterized by organized irresponsibility.

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A framework through which NHS organisations are accountable for continually improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish.

New Public Management (NPM) is an approach to running public service organizations that is used in government and public service institutions and agencies, at both sub-national and national levels. The term was first introduced by academics in the UK and Australia to describe approaches that were developed during the 1980s as part of an effort to make the public service more "businesslike" and to improve its efficiency by using private sector management models.

Evidence-based management (EBMgt) is an emerging movement to explicitly use the current, best evidence in management and decision-making. It is part of the larger movement towards evidence-based practices.

Laurence E. Lynn Jr. was the Sid Richardson Research Professor at the Lyndon B. Johnson School of Public Affairs, University of Texas at Austin and Professor of Public Management at the University of Manchester's Business School. From 2002 to 2007, he was the George H. W. Bush Chair and Professor of Public Affairs at the George Bush School of Government and Public Service, Texas A&M University.

<span class="mw-page-title-main">Hybrid organization</span>

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Network governance is "interfirm coordination that is characterized by organic or informal social system, in contrast to bureaucratic structures within firms and formal relationships between them. The concepts of privatization, public private partnership, and contracting are defined in this context." Network governance constitutes a "distinct form of coordinating economic activity" which contrasts and competes with markets and hierarchies.

A knowledge broker is an intermediary, that aims to develop relationships and networks with, among, and between producers and users of knowledge by providing linkages, knowledge sources, and in some cases knowledge itself, to organizations in its network.

Innovation management is a combination of the management of innovation processes, and change management. It refers to product, business process, marketing and organizational innovation. Innovation management is the subject of ISO 56000 series standards being developed by ISO TC 279.

A conflict is a struggle and a clash of interest, opinion, or even principles. Conflict will always be found in society; as the basis of conflict may vary to be personal, racial, class, caste, political and international. Conflict may also be emotional, intellectual, and theoretical, in which case academic recognition may, or may not be, a significant motive. Intellectual conflict is a subclass of cultural conflict, a conflict that tends to grow over time due to different cultural values and beliefs.

Elizabeth Howe Bradley is the eleventh President of Vassar College, a role she assumed on July 1, 2017. Bradley also holds a joint appointment as Professor of Political Science and Professor of Science, Technology, and Society.

Phillip Phan is Alonzo and Virginia Decker Professor of Strategy and Entrepreneurship at the Carey Business School, Johns Hopkins University, with expertise in the areas of strategy and entrepreneurship. Phan's research examines corporate governance, entrepreneurship and technology transfer, regional economic development, and innovation management in healthcare. He is currently Editor-in-Chief of Academy of Management Perspectives.

References

  1. 1 2 Ferlie, Ewan; Ongaro, Edoardo (2015-03-09). Strategic Management in Public Services Organizations: Concepts, Schools and Contemporary Issues. ASIN   0415855381.
  2. Agasisti, Tommaso (2016). "Strategic Management in Public Services Organizations—Concepts, Schools and Contemporary Issues by Ewan Ferlie and Edoardo Ongaro. New York: Routledge, 2015. 252 pp. $65.95 (paper)". Governance. 29 (1): 153–155. doi:10.1111/gove.12187. ISSN   1468-0491.
  3. 1 2 "Ewan Ferlie". ResearchGate. Retrieved 20 August 2021.
  4. "Ewan Ferlie". scholar.google.co.uk. Retrieved 2021-08-20.
  5. 1 2 Pettigrew, Andrew M.; Ferlie, Ewan; McKee, Lorna (1992). Shaping Strategic Change: Making Change in Large Organizations: the Case of the National Health Service. Sage. ISBN   978-0-8039-8779-1.
  6. 1 2 Ferlie, Ewan; Ashburner, Lynn; Fitzgerald, Louise; Pettigrew, Andrew (1996). The New Public Management in Action. Oxford University Press. ISBN   978-0-19-828902-9.
  7. 1 2 Ferlie, Ewan; Fitzgerald, Louise; McGivern, Gerry; Dopson, Sue; Bennett, Chris (2013). Making Wicked Problems Governable?: The Case of Managed Networks in Health Care. Oxford University Press. doi:10.1093/acprof:oso/9780199603015.001.0001. ISBN   978-0-19-175299-5.
  8. 1 2 Ferlie, Ewan; Lynn, Laurence E Jr; Pollitt, Christopher (2005). The Oxford Handbook of Public Management. Oxford University Press. ISBN   978-0-19-925977-9.
  9. 1 2 Ferlie, Ewan; Montgomery, Kathleen; Pedersen, Anne Reff (2016). The Oxford Handbook of Health Care Management. Oxford University Press. ISBN   978-0-19-870510-9.
  10. 1 2 Ferlie, Ewan B.; Shortell, Stephen M. (2001). "Improving the Quality of Health Care in the United Kingdom and the United States: A Framework for Change". The Milbank Quarterly. 79 (2): 281–315. doi:10.1111/1468-0009.00206. ISSN   1468-0009. PMC   2751188 . PMID   11439467.
  11. 1 2 3 Ferlie, Ewan; Fitzgerald, Louise; Wood, Martin; Hawkins, Chris (2005-02-01). "The Nonspread of Innovations: the Mediating Role of Professionals". Academy of Management Journal. 48 (1): 117–134. doi:10.5465/amj.2005.15993150. ISSN   0001-4273. S2CID   167923865.
  12. "Professor Ewan Ferlie". www.kcl.ac.uk. Retrieved 2021-08-20.
  13. "Ewan Ferlie - Routledge & CRC Press Author Profile". www.routledge.com. Retrieved 2021-08-19.
  14. "fellow of the academy of social sciences - Research Portal, King's College, London". kclpure.kcl.ac.uk. Retrieved 2021-08-20.
  15. British Academy announces new President and elects 66 new Fellows. British Academy. Retrieved 28 June 2017.
  16. "Front Matter". The Academy of Management Journal. 49 (5). 2006. ISSN   0001-4273. JSTOR   20159803.