Sedimented archetype change in public sector organisations : the example of managed clinical networks for cancer

There has been increased interest in the United Kingdom in network-based modes of organising in the public services, as opposed to markets or hierarchies. Such multi-organisational working has also been seen in recent reforms in health and social services in Australian and New Zealand (Baehler et al. 2005; Considine 1999). This paper describes findings from five case studies of managed clinical networks for cancer in London and considers whether the network model represents a transformational change in the way that health services are governed in the UK. Rather than representing radical or transformational change, these findings have been theorised as demonstrating sedimented archetype change. These findings have implications for future health policy development, both in the UK and internationally.