Archetype Transition in the German Health Service? The Attempted Modernization of Hospitals in a North German State

In this paper, we argue that, rather than aiming at universal contingency relationships, archetype theory needs to go down a path where 'local variants' can be discovered and understood by relating them to their organizational and institutional context(s). The case study of a public sector hospital group in a North German state (Hamburg) is drawn on here to elaborate the argument. We found evidence for a change from a Public Sector hospital archetype to a Public Hospital Corporation archetype. Drawing on this model permits us to explore the impact of the introduction of new forms of public management organization and the implications the managerial ideology underpinning this may have for the professional organization. The study explores the consequences of the innovations for professional/managerial relations. We also suggest that the 'archetype' approach may be particularly useful for the comparative study of organizations. This is particularly pertinent given the different – corporatist – organization of the German health care system and its different approach to public sector reform to that of the Anglo-American and Scandinavian systems where the 'archetypal' approach has so far been applied.     

Successful or not? Evidence,emergence, and development management

This article offers a critique of the dominant ways of conceiving of, managing, and evaluating development. It argues that these management methods constrain the exploration of novelty and difference. By drawing on insights from the complexity sciences, particularly the theory of emergence, the article calls for a broadening of our understanding of how social change comes about. Arguing that the domain of development is not a narrow technical discipline, but an intensely social and political practice of mutual recognition, this article calls for a greater focus on power and processes of relating as they affect local interaction between people.     

Brazil and the league council crisis of 1926

In 1926, the League of Nations faced a serious crisis over the proposed entry of Germany. On this decision appeared to depend the success of the Locarno treaties and the future peace of Europe. To everyone's surprise German entry was blocked, not by a vengeful European power, but by Brazil. Although it was assumed that Brazil was being manipulated, in fact it had been following its own agenda at Geneva for years, and its veto was more of an unfortunate coincidence than deliberate malice. This article unravels the crisis, and looks more deeply at the failure of statesmen to make the League a truly international organization.