GETTING TO KNOW YOU: ETHNIC DIVERSITY, TIME AND PERFORMANCE IN PUBLIC ORGANIZATIONS

Research on links between ethnic diversity and performance frequently illustrates that organizational diversity leads to process-oriented problems and negative work-related outcomes. This can cause problems for public managers who are tasked to increase workforce diversity for normative purposes but are nonetheless required to focus on performance goals. In this study, we test the proposition that managers can improve work-related outcomes in diverse organizations by focusing on stability and allowing diverse groups to 'get to know' one another, a process that should improve communication and coordination difficulties inherent in ethnic diversity. Our results show that the negative relationship between ethnic diversity and organizational performance does indeed lessen with time and stability.     

INTERROGATING INSTITUTIONAL CHANGE: ACTORS' ATTITUDES TO COMPETITION AND COOPERATION IN COMMISSIONING HEALTH SERVICES IN ENGLAND

Since the beginning of the 1990s the public healthcare system in England has been subject to reforms. This has resulted in a structurally hybrid system of public service with elements of the market. Utilizing a theory of new institutionalism, this article explores National Health Service (NHS) managers' views on competition and cooperation as mechanisms for commissioning health services. We interrogate the extent of institutional change in the NHS by examining managers' understanding of the formal rules, normative positions and frameworks for action under the regime of the Health and Social Care Act 2012. Interviews with managers showed an overall preference for cooperative approaches, but also evidence of marketization in the normative outlook and actions. This suggests that hybridity in the NHS has already spread from structure and rules to other institutional pillars. The study showed that managers were adept at navigating the complex policy environment despite its inherent contradictions.     

Grass-roots Influence: Pressure Groups within the Liberal Democrats

This article examines the self-perceived influence of the specified associated organisations and associated organisations within the Liberal Democrats. The analysis is set within the wider theoretical context of political party construction and the dichotomy between the elite and grassroots activists. The article tests the thesis that there is a hierarchical structure of ancillary organisations within the party and that this determines which organisations feel that they have any real influence. It takes a fresh look at the role of the Liberal Democrat ancillary organisations and questions whether or not their party-sanctioned status restricts their ability and willingness to influence the party.