Partnership or insanity : why do health partnerships do the same thing over and over again and expect a different result?. Journal of Health Services Research & Policy. View this article in WRRO
Institutional Complexity and Individual Responses: Delineating the Boundaries of Partial Autonomy. Organization Studies, 38(1), 103-127. View this article in WRRO
The Influence of Social Position on Sensemaking about Organizational Change. Academy of Management Journal, 57(4), 1102-1129.
Institutional Work to Maintain Professional Power: Recreating the Model of Medical Professionalism. Organization Studies, 33(7), 937-962.
The role of institutional entrepreneurs in reforming healthcare. Social Science and Medicine, 74(3), 356-363.
Patients as team members: opportunities, challenges and paradoxes of including patients in multi-professional healthcare teams. Sociology of Health and Illness, 33(7), 1050-1065.
The medium-term sustainability of organisational innovations in the national health service. Implementation Science, 6(1). View this article in WRRO
Some unintended effects of teamwork in healthcare. Social Science and Medicine, 70(8), 1148-1154.
Team work in context: Institutional mediation in the public-service professional bureaucracy. Organization Studies, 31(8), 1069-1097.
Role transition and the interaction of relational and social identity: New nursing roles in the english NHS. Organization Studies, 31(7), 941-961.
Leadership, service reform, and public-service networks: The case of cancer-genetics pilots in the english NHS. Journal of Public Administration Research and Theory, 19(4), 769-794.
Bringing genetics into primary care: Findings from a national evaluation of pilots in England. Journal of Health Services Research and Policy, 14(4), 204-211.
Professional competition and modernizing the clinical workforce in the NHS. Work, Employment and Society, 23(2), 267-284.
Reconfiguring or reproducing intra-professional boundaries? Specialist expertise, generalist knowledge and the 'modernization' of the medical workforce. Social Science and Medicine, 68(7), 1191-1198.
The limits of knowledge management for UK public services modernization: The case of patient safety and service quality. Public Administration, 86(2), 363-385.
Accounting for the 'dark side' of new organizational forms: The case of healthcare professionals. Human Relations, 61(4), 539-564.
The language of teamwork: Reproducing professional divisions in the operating theatre. Human Relations, 61(1), 103-130.
National evaluation of NHS genetics service investments: Emerging issues from the cancer genetics pilots. Familial Cancer, 6(2), 257-263.
Spanning boundaries in pursuit of effective knowledge sharing within networks in the NHS. Journal of Health, Organisation and Management, 21(4-5), 406-417.
Organizational barriers to architectural knowledge and teamwork in operating theatres. Public Money and Management, 26(2), 117-124.
'Remember I'm the bloody architect'! Architects, organizations and discourses of profession. WORK EMPLOY SOC, 19(4), 775-796.
Teamwork (pp. 2429-2434). John Wiley & Sons, Ltd
Exploring the role of lived experience in mental health training: A scoping project
EVALUATING THE LEADERSHIP ROLE OF HEALTH AND WELLBEING BOARDS AS DRIVERS OF HEALTH IMPROVEMENT AND INTEGRATED CARE ACROSS ENGLAND View this article in WRRO