Prof Mark Learmonth - all publications

Books: authored

• Ford, J., Harding, N. & Learmonth, M. (2008). Leadership as identity: constructions and deconstructions. Houndmills: Palgrave Macmillan.

Books: edited

• Currie, G., Ford, J., Harding, N. & Learmonth, M. (2010). Making public services management critical. Routledge Critical Studies in Public Management. New York: Routledge.
• Learmonth M. & Harding, N. (2004). Unmasking health management: a critical text. New York: Nova Science.

Essays in edited volumes

• Learmonth, M. & Humphreys, M. (2012). Teaching qualitative research in the business school. In Qualitative Organizational Research: Core Methods and Current Challenges. Cassell, C. & Symon, G. London: Sage. 224-236.
• Humphreys, M. & Learmonth, M. (2011). Autoethnography in organizational research. In The practice of qualitative organizational research: core methods and current challenges. Cassell, C. & Symon, G. London: Sage. Forthcoming.
• Currie, G. & Learmonth, M. (2010). Introduction: making public services management critical. In Making public services management critical. Currie, G., Ford, J., Harding N. & Learmonth M. New York: Taylor & Francis. 1-8.
• Humphreys, M. & Learmonth, M. (2010). Public sector management? But we’re academics, we don’t do that sort of thing!. In Making public services management critical. Currie, G., Ford, J., Harding N. & Learmonth M. New York: Taylor & Francis. 55-67.
• Learmonth, M. (2010). When science and philosophy meet one explication of the relationship between evidence and theory in management research. In Challenges and controversies in management research. Cassell, C. & Lee, B. London: Routledge. 210-222.
• Learmonth, M. (2009). Rhetoric and evidence: the case of evidence-based management. In The SAGE handbook of organizational research methods. Buchanan, D. & Bryman, A. London: Sage. 93-109.
• Learmonth, M. (2008). Evidence-based management: the power of evidence or evidence of power?. In Organizing and reorganizing: power and change in health care organizations. McKee, L., Ferlie, E. & Hyde, P. Basingstoke: Palgrave Macmillan. 75-86.
• Harding, N. & Learmonth, M. (2004). Conclusion: managers do not do management. In Unmasking health management: a critical text. Learmonth, M. & Harding, N. New York: Nova Science. 187-196.
• Learmonth, M. & Harding, N. (2004). Introduction: everyone wants better management – don’t they? Asking critical questions about health services management. In Unmasking health management: a critical text. Learmonth, M. & Harding, N. New York: Nova Science. vii-x.
• Learmonth M. (2003). U.K. hospital chief executives, basically ‘a bunch of administrators’? The NHS Management Inquiry reviewed. In Health care in transition. Smyth, M.N. New York: Nova Science. 2: 61-80.
• Thompson, C. & Learmonth, M. (2002). How can we develop an evidence-based culture?. In The evidence-based practice manual for nurses. Craig, J. & Smyth, R. London: Churchill Livingstone. 211-239.

Journal papers: academic

• Bevan, V. & Learmonth, M. (2013). I Wouldn't Say it's Sexism, Except That It's All These Little Subtle Things": Healthcare Scientists' Accounts of Gender in Healthcare Science Laboratories. Social Studies of Science 43(1): 136-158.
• Martin, G. & Learmonth, M. (2012). A critical account of the rise and spread of ‘leadership’ the case of UK health care. Social Science & Medicine 74(3): 281-288.
• Learmonth, M. & Humphreys, M. (2012). Autoethnography and academic identity: glimpsing business school doppelgangers. Organization 19(1): 99-117.
• Learmonth, M., Lockett, A. & Dowd, K. (2012). Promoting scholarship that matters: the uselessness of useful research and the usefulness of useless research. British Journal of Management 23(1): 35-44.
• Ford, J., Harding, N. & Learmonth, M. (2012). Who is it that would make business schools more critical? A response to Tatli. British Journal of Management 23(1): 31-34.
• Learmonth, M. (2011). A Trifle of Management: A Commentary on Dealings with the Firm of Dombey and Son, Wholesale, Retail and for Exportation by Charles Dickens. Journal of Health Services Research & Policy 16(4): 245-246.
• Learmonth, M. & Humphreys, M. (2011). Blind spots in Dutton, Roberts and Bednar’s “Pathways for positive identity construction at work” “You've got to accentuate the positive, eliminate the negative". Academy of Management Review 36(2): 424-427.
• Reedy, P. & Learmonth, M. (2011). Death and organization: Heidegger’s thought on death and life in organizations. Organization Studies 32(1): 117-131.
• Harding, N., Lee, H., Ford, J. & Learmonth, M. (2011). Leadership and charisma: a desire that cannot speak its name?. Human Relations 64(7): 927-949.
• Finn, R., Learmonth, M. & Reedy P. (2010). Some unintended effects of teamwork in healthcare. Social Science & Medicine 70(8): 1148-1154.
• Ford, J., Harding, N. & Learmonth, M. (2010). Who is it that would make business schools more critical? Critical reflections on critical management studies. British Journal of Management 21(Supplement 1): s71–s81.
• Learmonth, M. (2009). ‘Girls’ working together without ‘teams’ how to avoid the colonization of management language. Human Relations 62(12): 1887-1906.
• Learmonth, M., Martin, G. & Warwick, P. (2009). Ordinary and effective: the Catch-22 in managing the public voice in health care?. Health Expectations 12(1): 106-115.
• Reedy, P. & Learmonth, M. (2009). Other possibilities? The contribution to management education of alternative organizations. Management Learning 40(3): 241-258.
• Lee, H., Learmonth, M. & Harding, N. (2008). Queer(y)ing public administration. Public Administration 86(1): 149-167.
• Learmonth, M. (2008). Speaking out: evidence-based management: a backlash against pluralism in organizational studies?. Organization 15(2): 283-291.
• Learmonth, M. (2008). The evidence business: some implications of evidence-based management. International Review of Qualitative Research 1(3): 337-346.
• Learmonth, M. (2007). Critical management education in action: personal tales of management unlearning. Academy of Management Learning & Education 6(1): 109-113.
• Learmonth, M. (2006). Doing critical management research interviews after reading Derrida. Qualitative Research in Organizations and Management 1(2): 83-97.
• Learmonth, M. & Harding, N. (2006). Evidence-based management: the very idea. Public Administration 84(2): 245-266.
• Learmonth, M. (2006). Is there such a thing as “Evidence-Based Management”? A commentary on Rousseau’s 2005 presidential address. Academy of Management Review 31(4): 1089-1091.
• Learmonth, M. & Humphreys, M. (2006). The 2nd International Conference of Qualitative Inquiry, May 2006: reflections on the value for organization and management scholars. Qualitative Research in Organizations and Management 1(2): 135-137.
• Learmonth, M. (2005). Doing things with words: the case of ‘management’ and ‘administration’. Public Administration 83(3): 617-637.
• Learmonth, M. (2005). Tales of the unexpected? Stirring things up in health care management. Journal of Health Organization and Management 19(3): 181-188.
• Learmonth, M. (2004). The violence in trusting trust chief executives: glimpsing trust in the UK National Health Service. Qualitative Inquiry 10(4): 581-600.
• Learmonth, M. (2003). Challenging how we think about management. British Journal of Health Care Management 9(10): 335-339.
• Learmonth, M. (2003). Making health services management research critical: a review and a suggestion. Sociology of Health & Illness 25(1): 93-119.
• Learmonth, M. (2001). NHS trust chief executives as heroes?. Health Care Analysis 9(4): 417-436.
• Reedy, P. & Learmonth, M. (2000). Nurse managers transformed or deformed? A case study in the ideology of competence. Journal of Management in Medicine 14(3): 153-165.
• Harding, N. & Learmonth, M. (2000). Thinking critically: the case of health policy research. Technology Analysis & Strategic Management 12(3): 335-341.
• Learmonth, M. (1999). The National Health Service manager: engineer and father? A deconstruction. Journal of Management Studies 36(7): 999-1012.
• Learmonth, M. (1998). Kindly technicians: hospital administrators immediately before the NHS. Journal of Management in Medicine 12(6): 323-330.
• Learmonth, M. (1997). Managerialism and public attitudes towards UK NHS managers. Journal of Management in Medicine 11(4): 214-221.