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Nicola Burgess
Nicola Burgess
Professor of Operations Management
Verified email at york.ac.uk - Homepage
Title
Cited by
Cited by
Year
Evaluating Lean in healthcare
N Burgess, Z Radnor
International journal of health care quality assurance 26 (3), 220-235, 2013
4442013
SimLean: Utilising simulation in the implementation of lean in healthcare
S Robinson, ZJ Radnor, N Burgess, C Worthington
European Journal of Operational Research 219 (1), 188-197, 2012
3602012
The knowledge brokering role of the hybrid middle level manager: the case of healthcare
N Burgess, G Currie
British Journal of Management 24, S132-S142, 2013
1662013
Organizational ambidexterity and the hybrid middle manager: The case of patient safety in UK hospitals
N Burgess, K Strauss, G Currie, G Wood
Human Resource Management 54 (S1), s87-s109, 2015
1262015
Facilitated modelling with discrete-event simulation: Reality or myth?
S Robinson, C Worthington, N Burgess, ZJ Radnor
European Journal of Operational Research 234 (1), 231-240, 2014
1102014
HR practices and knowledge brokering by hybrid middle managers in hospital settings: the influence of professional hierarchy
G Currie, N Burgess, JC Hayton
Human Resource Management 54 (5), 793-812, 2015
1012015
Service improvement in the English National health service: Complexities and tensions
N Burgess, Z Radnor
Journal of management & organization 18 (5), 594-607, 2012
462012
Service improvement in the English National health service: Complexities and tensions
N Burgess, Z Radnor
Journal of management & organization 18 (5), 594-607, 2012
462012
The applicability of the Viable Systems Model as a diagnostic for small to medium sized enterprises
N Burgess, N Wake
International Journal of Productivity and Performance Management 62 (1), 29-46, 2012
352012
Temporal pacing of outcomes for improving patient flow: Design science research in a National Health Service hospital
M Johnson, N Burgess, S Sethi
Journal of Operations Management 66 (1-2), 35-53, 2020
342020
The (un) desirability of hybrid managers as ‘controlled’professionals: Comparative cases of tax and healthcare professionals
G Currie, N Burgess, P Tuck
Journal of Professions and Organization 3 (2), 142-153, 2016
272016
Taxonomy of lean in health care: a framework for evaluating activity and impact
N Burgess, ZJ Radnor, R Davies
272009
A qualitative study of the knowledge-brokering role of middle-level managers in service innovation: managing the translation gap in patient safety for older persons’ care
G Currie, N Burgess, L White, A Lockett, J Gladman, J Waring
222015
Operations management
N Slack, A Brandon-Jones, N Burgess
Pearson, 2022
202022
Lean paradox: can lean influence healthcare
N Burgess, Z Radnor
Proceedings of the 17th International Annual European Operations Management …, 2010
192010
The building blocks of an operations strategy for e-business
R H. Lowson, N J. Burgess
The TQM Magazine 15 (3), 152-163, 2003
172003
Slack
N Slack, A Brandon-Jones, N Burgess
Pearson Education, Limited, 2022
152022
Improving together: collaboration needs to start with regulators
N Burgess, G Currie, B Crump, J Richmond, M Johnson
BMJ 367, 2019
142019
How much Lean are English hospitals implementing
ZJ Radnor, R Davies, N Burgess
National Health Executive, 60-62, 2009
122009
Leading change across a healthcare system: How to build improvement capability and foster a culture of continuous improvement: Lessons from an evaluation of the NHS-VMI partnership
N Burgess, G Currie, B Crump, A Dawson
Warwick Business School, 2022
92022
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