Dr Bernard Groen
Bernard's research interests are mainly split into two areas. Firstly, within organisational behaviour the area of special interest is implicit/explicit social cognitive behaviour and how this affects complex organisational situations. Examples of such complex situations include mergers and acquisitions, intense collaborations, and organisational integration efforts. Bernard's doctoral thesis used health and social care integration as a case study.
The second area of research and teaching interest is advanced research methods, particularly mixed methods research. Within this field I am particularly keen on the fusion between quantitative and qualitative esearch efforts.
Bernard's industry experience varies from Automotive Industries to Healthcare Management. Over recent years the focus has been on complex organisational change within the National Health Service (NHS) in England. Starting with the then Strategic Health Authority Bernard's responsibilities have covered areas as wide as strategic activity and organisational planning to workforce transformation, all within the context of health and social care integration efforts. Currently he has a split role between NHS England and Health Education England, leading on sustainable strategic change within the policy framework of the NHS Five Year Forward View.
Bernard read Economics and Politics at the University of Newcastle upon Tyne, and holds an MA in Business from the University of Sunderland. Finally he holds a doctoral degree from Durham University for his thesis 'Complex Organisational Integration: A Case Study of Health and Social Care in England'.
Bernard has recently published:
Groen, B.M. (2016) Why integrated healthcare is harder than we think: How social cognitive processes hinder successful health and care service delivery, Journal of Enterprise Transformation, 6:3-4, 120-135. DOI: 10.1080/19488289.2016.1253048
Find Bernard on:
- Behavioural Economics
- Social cognitive psychology
- Explicit social cognitive behaviour (self-reported measures such as; Benevolence, Empathy etc.)
- Implicit social cognitive behaviour (Bias, Prejudice, Empathy, etc.)
- Complex organisational situations (i.e. Mergers, Acquisitions, Integration Efforts)
- Public Policy – (i.e. Health Policy, Public Sector Transformation)
- Workforce Transformation
- Groen, B.M. (2015). Complex Organisational Integration - A Case Study of Health and Social Care Integration in England. PhD.
- Groen, B.M. (2015), Complex Organisational Integration - A Behavioural Approach, Institute for Operational Research and Management Science Annual Conference. Philadelphia, PA, USA.