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"The book reframes the discussion from a race-and-gender-based "business case for diversity" to explore the conditions which render Equality, Diversity and Inclusion (EDI) policies beneficial or divisive. Based on biological, sociological evolutionary principles, and information theory, The Principles and Practice of Effective Diversity and Inclusion suggests a universal framework to apply to nations, religions, militaries, sports, and businesses. The authors analyse the impact of leadership, superordinate goals, organizational design, processes, and culture on the effectiveness or otherwise of EDI"--

Criminality and Business Strategy: Similarities and Differences explores what can be learned from criminal organizations on four continents based on comparisons of their historical and cultural origins, chosen governance and power structures, and business models. It discusses how these contexts determined their applications of the principles and practice of effective, but amoral leadership, and whether these lessons can be applied to legitimate business enterprises. In this book John Zinkin and Chris Bennett argue that defining a "crime" is a contested issue and that criminality can be viewed as a spectrum, comprising a range of different types of crimes, the harms caused, and the variety of punishments involved. They discuss the critical role of the state in determining where criminality is perceived to sit on the crime continuum. The authors delve into how the state and organized crime are natural competitors, and how organized crime and legitimate businesses are subject to many of the same internal and external strategic considerations. They contend that the resulting similarities between criminality in organized criminal organizations and legitimate businesses are greater than the differences and that the differences are only in degree and not in kind. This thought-provoking study of criminality will be of immense interest to professionals, coaches, consultants, and academics interested in the techniques and ethics of leadership--

The book analyses the developments of inter-organizational networks in the UK National Health Service during the New Labour period, combining empirical case studies from various policy arenas (clinical genetics, cancer networks, sexual health networks, and long term care) with a theoretically informed analysis.

The last two decades have seen a shift in public services organizations from hierarchies to networks. Network forms are seen as particularly suited to handling 'wicked problems'. We make an assessment of the nature and impact of this shift. Using recent evidence from the United Kingdom (UK) National Health Service (NHS), we explore the nature and functioning of eight different public policy networks. We are also interested in whether there has been a radical transition – or not – from hierarchical to network forms.

The book explores the various management knowledges and associated texts apparent in English health care organizations, reflecting on the nature, production, and consumption of management knowledge, and the influence of political economy and changing institutional forms during the period of the politics of austerity.

In this article, we discuss temporal work and temporal politics situated between groups with different temporal orientations, arguing that attention needs to be paid to covert and unarticulated silent politics of temporal work. Drawing on a case study of a management consultancy project to redesign public health care, we explain how unarticulated temporal interests and orientations shape the construction of problems, which, in turn, legitimate tasks and time frames. We also show how task and time frames are temporarily fixed and imposed through boundary objects, and the way these may then be reinterpreted and co-opted to deflect pressure to change. Thus, we argue, unarticulated, covert and political temporal interdynamics produce expedient provisional temporal settlements, which resolve conflict in the short-term, while perpetuating it in the longer run.

This article explores contrasting forms of 'knowledge leadership' in mobilizing management research into organizational practice. Drawing on a Foucauldian perspective on power–knowledge, we introduce three axes of power–knowledge relations, through which we analyse knowledge leadership practices. We present empirical case study data focused on 'polar cases' of managers engaged in mobilizing management research in six research-intensive organizations in the UK healthcare sector. We find that knowledge leadership involves agentic practices through which managers strive to actively become the knowledge object – personally transposing, appropriating or contending management research. This article contributes to the literature by advancing the concept of knowledge leadership in the work of mobilizing management research into organizational practice.

Have generic management texts and associated knowledges now extensively diffused into public services organizations? If so, why? Our empirical study of English healthcare organizations detects an extensive presence of such texts. We argue that their ready diffusion relates to two macro‐level forces: (i) the influence of the underlying political economy of public services reform and (ii) a strongly developed business school/management consulting knowledge nexus. This macro perspective theoretically complements existing explanations from the meso or middle level of analysis which examine diffusion processes within the public services field, and also more micro literature which focuses on agency from individual knowledge leaders.