Dr Robert McMurray, MSc, PhD, PGC TLHE

Personal web page

Contact Dr Robert McMurray (email at robert.mcmurray@durham.ac.uk)

Biography

Robert's research focuses on processes of relationality at work, be it in the constitution of professional identities, ethical selves or organising rationalities. He has pursued this concern with connectedness and continual becoming in the context of health care organisation in the main, but also through an on-going project on risk and the banking crisis. Robert's work in these areas has been published in journals including Organization, Public Administration and Culture and Organization.

I am happy to supervise students in all of the research areas given below.

Research Interests

• Professions & Professional identity
• Processual notions of continual becoming
• Inter-organisational collaboration & boundaries
• Health Care organisation & management
• Nursing & medicine
• Dirty work
• Qualitative methods

Research Groups

• Business and Management
• Critical Studies Group

Selected Publications

Journal papers: academic

• McMurray, R., Pullen, A & Rhodes, R. (2011). Ethical Subjectivity and Politics in Organizations: A Case of Health Care Tendering. Organization 18(4): 541-561
• McMurray, R. (2011). The struggle to professionalize: an ethnographic account of the occupational position of Advanced Nurse Practitioners. Human Relations 64(6): 801-822.
• Ward, J. & McMurray, R. (2011). The unspoken work of general practitioner receptionists: A re-examination of emotion management in primary care. Social Science & Medicine 72(10): 1583-1587.
• McMurray, R. (2010). Living with neophilia: Case notes from the new NHS. Culture & Organization 16(1): 55-71.
• McMurray, R. (2010). Tracing experiences of NHS change in England: a process philosophy perspective. Public Administration 88(3): 724-740.
• McMurray, R. & Pullen, A. (2008). Boundary Management, Interplexity & Nostalgia: Managing Marginal Identities in Public Health Working. International Journal of Public Administration 31(9): 1058-1078.
• Kane, P., Linstead, S. & McMurray, R. (2007). Dialoguing Play (notes). ephemera 7(2): 346-363.
• McMurray, R. (2007). Our reforms, our partnerships, same problems: The chronic case of the English NHS. Public Money & Management 27(1): 77-82.
• McMurray, R. (2006). From partition to partnership: managing collaboration within a curative framework for NHS care. International Journal of Public Sector Management 19(3): 238-249.
• McMurray, R., Cheater, M., Weighall, A., Nelson, C., Schweiger, M. & Mukherjee, S. (2004). Managing controversy through consultation: a qualitative study of communication and trust around MMR vaccination decisions. British Journal of General Practice 54(504): 520-525.
• McMurray, R. & Cheater, F.M. (2004). Vision, permission and action: A bottom up perspective on the management of public health nursing. Journal of Nursing Management 12(1): 43-50.
• McMurray, R. & Cheater, F.M. (2003). Partnerships for Health: Expanding the Public Health Nursing Role Within PCTs. Primary Health Care Research and Development 4(1): 57-68.

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Supervises

• Yujie Hu