Contact Professor David Buchanan

Background

David is Emeritus Professor of Organizational Behaviour at Cranfield University School of Management, and Visiting Professor at Nottingham Business School.  He works freelance as a consultant, speaker, and author, specializing in change management and organization politics.  He has a Doctorate in Organizational Behaviour from Edinburgh University, was Director of Loughborough University Business School from 1992 to 1995, has held visiting posts in Australian and Canadian management schools, and has worked often in Australia and Sweden.  He is author/co-author of over two dozen books, including the best-seller, Organizational Behaviour (with Andrzej Huczynski; ninth edition 2017, tenth edition 2020).  He has co-authored several books on change management, including: The Sustainability and Spread of Organizational Change (with Louise Fitzgerald and Diane Ketley), Power, Politics and Organizational Change: Winning the Turf Game (with Richard Badham), and Managing Organizational Change: A Multiple Perspectives Approach (with Ian Palmer and Richard Dunford).  He has also written numerous book chapters, papers, and articles on organizational behaviour and change, and organizational research methods.


Current activities

As Emeritus Professor, David has occasional teaching commitments at Cranfield School of Management, on the MBA and Executive DBA programmes.  As a visiting professor at Nottingham Business School, he teaches on MBA, MSc and Doctoral programmes.  He is also a member of the School’s Healthcare Management Research Group, working on a case study of the Greater Nottingham Transformation Programme, which is a national leader in developing an Accountable Care System.  Most of David’s research has taken place in healthcare settings.  He is currently a member of the Steering Group for a study of Healthcare Leadership with Political Astuteness (HeLPA) funded by the National Institute for Health Research, and conducted by University of Nottingham, 2017-2020.  He recently completed a major study of the changing roles of middle managers in acute care settings, funded by the National Institute for Health Research.  The report of that study can be found here:

https://www.ncbi.nlm.nih.gov/books/NBK259397/

One puzzle with organizational change concerns the lack of change following accidents, crises, and other extreme events.  One would expect change to be rapid in such situations, to prevent further incidents.  This is rarely the case, and explanations can be found in this recent publication:

http://www.tandfonline.com/doi/abs/10.1080/14697017.2015.1120766?journalCode=rjcm20

David is currently working with a Swedish collaborator, Markus Hällgren (Umeå University), exploring the use of feature films to study and also to teach crisis and extreme context leadership:

http://extremecontexts.com/episodes/episode-19-professor-david-buchanan-using-zombie-movies-research/

David’s most recent book, Unconventional Methodology in Organization and Management Research, co-edited with Alan Bryman, was published by Oxford University Press in March 2018.


Clients

David has over thirty years’ experience on management development and consulting assignments for clients in Britain and overseas, including United Distillers, Digital Equipment, Polaroid, Leicester Royal Infirmary, HM Prison Service, Chelmsford Borough Council, Leicester Mercury, The Children’s Society, Northampton Hospital, Provide Healthcare, Volvo Car Corporation, Alfa Laval, SKF, and in Australia Faulding Chemicals, the Office of the Commissioner for Public Employment in Darwin, Australia Post, Motorola, The South Australian Justice Portfolio, and the State Government departments DECS and DAIS.  Assignments have included change planning and implementation workshops, employee surveys, organization audits, management briefings and conferences, and the design of management development programmes in change implementation and organization politics.  He also works regularly with Chalmers Professional Education, in Gothenburg, Sweden, running management workshops on the constructive use of organization politics.


Publications

Articles In Journals

  • Macaulay S & Buchanan DA. (2018) Critical thinking in L&D, Training Journal -Ely- (March) 30-32.
  • Macaulay S & Buchanan DA. (2017) Fix the roof while the sun shines, Training Journal -Ely- (July) 7-9.
  • Buchanan DA & Macaulay S. (2017) Trending now: six trends shaping how we manage and develop people, Training Journal -Ely- (November) 39-41.
  • Murphy P, Considine P & Buchanan DA. (2016) Something wicked this way comes: the main barrier to transformation, HSJ (May).
  • Buchanan DA. (2015) Does speaking up really save lives?, HRZone (Online).
  • Buchanan DA. (2015) It's time to remember the value that middle managers bring, HRZone (Online).
  • Buchanan DA. (2015) Why do we insist on blaming people when things go wrong?, HRZone (Online).
  • Gascoigne C, Parry E & Buchanan DA. (2015) Extreme work, gendered work? How extreme jobs and the discourse of "personal choice' perpetuate gender inequality, Organization, 22 (4) 457-475.
  • Buchanan DA & Moore C. (2015) Never say never again: post-incident change and the investigation trap, Journal of Change Management, 16 (3) 159-183.
  • Guyler T, Ward P & Buchanan DA. (2014) From the front line up: Lessons from a whole hospital transformation, HSJ 27-29.
  • Buchanan DA. (2014) Chief executives designed for the future, HSJ 26-27.
  • Buchanan DA. (2014) I know my place: hospital middle managers have their way, HSJ, 124 (6383) 26-27.
  • Buchanan DA & Macaulay S. (2014) How to be a successful change leader, Training Journal -Ely- 45-48.
  • McDermott A, Fitzgerald L & Buchanan DA (2013) Beyond Acceptance and Resistance: Entrepreneurial Change Agency Responses in Policy Implementation, British Journal of Management, 24 (S1) S93-S115.
  • Buchanan DA, Parry E, Gascoigne C & Moore C (2013) Are healthcare middle management jobs extreme jobs?, Journal of Health Organization and Management, 27 (5) 646-664.
  • Buchanan DA, Denyer D, Jaina J, Kelliher C, Moore C, Parry E & Pilbeam C (2013) How do they manage? A qualitative study of the realities of middle and front-line management work in health care, Health Services and Delivery Research, 1 (4).
  • Fitzgerald L, Ferlie E, McGivern G & Buchanan DA (2013) Distributed leadership patterns and service improvement: Evidence and argument from English healthcare, Leadership Quarterly, 24 (1) 227-239.
  • Buchanan D & Denyer D (2013) Researching tomorrow's crisis: methodological innovations and wider implications, International Journal of Management Reviews, 15 (2) 205-224.
  • Parry E & Buchanan D (2011) Releasing time to manage, Management Focus (30) 10-13.
  • Buchanan D & Storey J (2010) Don't stop the clock: manipulating hospital waiting lists, Journal of Health Organization and Management, 24 (4) 343-360.
  • Lamb M, Buchanan D, Godfrey C M, Harrison M B & Oakley P (2008) The psychosocial spiritual experience of elderly individuals recovering from stroke: a systematic review, International Journal of Evidence-Based Healthcare, 6 (2) 173-205.
  • Buchanan D & Storey J (2008) Healthcare governance and organizational barriers to learning from mistakes, Journal of Health Organization and Management, 22 (6) 642-651.
  • Buchanan D (2008) You stab my back, I'll stab yours: Management experience and perceptions of organization political behaviour, British Journal of Management, 19 (1) 49-64.
  • Buchanan D, Caldwell R, Meyer J, Storey S & Wainwright C (2007) Leadership transmission: a muddled metaphor?, Journal of Health Organization and Management, 21 (3) 246-258.
  • Buchanan DA & Dawson P (2007) Discourse and audience: Organizational change as a multi-storey process, Journal of Management Studies, 44 (5) 669-686.
  • Buchanan DA, Addicott R, Fitzgerald D, Ferlie E & Baeza J (2007) Nobody in charge: dispered change agency in healthcare, Human Relations, 60 (7) 1065-1090.
  • Buchanan DA & Bryman A (2007) Contextualizing methods choice in organizational research, Organizational Research Methods, 10 (3) 483-501.
  • Fitzgerald L, Ferlie E, Addicott R, Baeza J, Buchanan D & McGivern G (2007) Service improvement in healthcare: understanding change capacity and change context, Clinician in Management, 15 (2) 61-74.
  • Gollop R, Ketley D, Buchanan D, Whitby E, Lamont S, Jones J, Neath A & Fitzgerald L (2006) Research into practice: A model for healthcare management research?, Evidence and Policy, 2 (2) 257-267.
  • Huczynski A & Buchanan D (2005) Feature films in management education: Beyond illustration and entertainment, Journal of Organizational Behavior Education, 1 (1) 73-94.
  • Baggott R & Buchanan D (2005) PALS evaluation, Public Finance and Management.
  • Buchanan D, Fitzgerald L, Ketley D, Gollop R, Jones J, Lamont S, Neath A & Whitby E (2005) No going back: A review of the literature on sustaining organizational change, International Journal of Management Reviews, 7 (3) 189-205.
  • Buchanan D, Abbott S, Bentley A, Lanceley A & Meyer J (2005) Let's be PALS: User-driven organizational change in healthcare, British Journal of Management, 16 (4) 315-328.
  • Dawson P & Buchanan D (2005) The way it really happened: competing narratives in the political process of technological change, Human Relations, 58 (7) 845-865.
  • Buchanan D & Huczynski A (2004) Images of influence: Twelve angry men and thirteen days, Journal of Management Inquiry, 13 (4) 312-323.
  • Huczynski A & Buchanan D (2004) Theory from fiction: a narrative process perspective on the pedagogical use of feature film, Journal of Management Education, 28 (6) 707-726.
  • Gollop R, Whitby E, Buchanan D & Ketley D (2004) Influencing sceptical staff to become supporters of service improvement: a qualitative study of doctors' and managers' views', Quality and Safety in Healthcare, 13 (2) 108-114.
  • Buchanan D (2003) Getting the story straight: illusions and delusions in the organizational change process, Tamara Journal for Critical Organization Inquiry, 2 (7) 7-21.
  • Buchanan DA (2003) Demands, instabilities, manipulations, careers: the lived experience of driving change, Human Relations, 56 (6) 663-684.
  • Buchanan DA (2001) The role of photography in organization research: a re-engineering case illustration, Journal of Management Inquiry, 10 (2) 151-164.
  • Doyle M, Claydon T & Buchanan D (2000) Mixed results, lousy process: The management experience of organizational change, British Journal of Management, 11 59-80.
  • Mueller F, Procter S & Buchanan D (2000) Teamworking in its context, Human Relations, 53 (11) 1387-1424.
  • Buchanan D, Claydon T & Doyle M (1999) Organization development and change: the legacy of the nineties, Human Resource Management Journal, 9 (2) 20-37.
  • Buchanan D (1999) The logic of political action: an experiment with the epistomology of the particular, British Journal of Management, 10 (S1) 73-88.
  • Buchanan D (1999) The politics of organization change: the lived experience, Human Relations, 52 (6) 1-21.
  • Buchanan D (1998) Representing process: the contribution of a re-engineering frame, International Journal of Operations and Production Management, 18 (12) 1163-1188.
  • Smith A, Preston D, Buchanan D & Jordan S (1997) When two worlds collide: conducting a management evaluation in a medical environment, Evaluation: The International Journal of Theory, Research and Practice, 3 (1) 49-68.
  • Buchanan D (1997) The limitations and opportunities of business process re-engineering in a politicized organizational climate, Human Relations, 50 (1) 51-72.
  • Buchanan D & Wilson (1996) Re-engineering operating theatres: the perspective assessed, Journal of Management in Medicine, 10 (4) 57-74.
  • Barnett S, Buchanan D, Patrickson M, Maddern & J (1996) Negotiating the evolution of the HR function: practical advice from the health care sector, Human Resource Management Journal, 6 (4) 18-37.
  • Preston D, Smith A, Buchanan D & Jordan S (1996) Symbols of the NHS: understanding the culture and communication processes of a general hospital, Management Learning, 27 (3) 343-357.
  • Buchanan DA (1993) Recruitment mode as a factor affecting informant response in organizational research, Journal of Management Studies, 30 (1) 297-313.
  • Buchanan DA & Preston D (1992) Life in the cell: supervision and teamwork in a "manufacturing systems engineering" environment, Human Resource Management Journal, 2 (4) 55-80.
  • Buchanan DA (1991) Vulnerability and agenda: context and process in project management, British Journal of Management, 2 (3) 121-132.
  • Buchanan DA (1991) Beyond content and control: project vulnerability and the process agenda, International Journal of Project Management, 9 (4) 233-239.
  • McCalman J & Buchanan DA (1990) High performance work systems: the need for transition management, International Journal of Operations and Production Management, 10 (2) 10-25.
  • Wilson FM & Buchanan DA (1988) The effect of new technology in the engineering industry: cases of control and constraining, Work, Employment and Society, 2 (3) 366-380.
  • Buchanan DA & McCalman J (1988) Confidence, visibility and pressure: the impact of computerization on hotel management, New Technology, Work and Employment, 3 (1) 38-46.
  • Buchanan D, Jordan S, Preston D & Smith A (1987) Doctor in the process: the engagement of clinical directors in hospital management, Journal of Management in Medicine, 11 (3) 132-156.
  • Buchanan DA & Bessant J (1985) Failure, uncertainty and control: the role of operators in computer integrated production systems, Journal of Management Studies, 22 (3) 292-308.
  • Boddy D & Buchanan DA (1984) Information technology and productivity: myths and realities, Omega, 12 (3) 233-240.
  • Boddy D & Buchanan DA (1984) Implications for development of new technology, Management Education and Development, 15 (2) 176-182.
  • Buchanan DA & Boddy D (1984) Skills, motivation and interdependencies: the effective use of new information technology, Journal of Organizational Behavior Management, 6 (3/4) 99-108.
  • Buchanan DA & Boddy D (1983) Advanced technology and the quality of working life: the effects of computerized controls on biscuit making operators, Journal of Occupational Psychology, 56 (2) 109-119.
  • Huczynski AA & Buchanan DA (1982) Management development and social science: complementary or conflicting endeavours, Management Learning, 13 (3) 191-200.
  • Buchanan DA & Boddy D (1982) Advanced technology and the quality of working life: the effects of word processing on video typists, Journal of Occupational Psychology, 55 (1) 1-11.
  • Buchanan DA (1982) Using the new technology: management objectives and organizational choices, European Management Journal, 1 (2) 70-79.
  • Boddy D & Buchanan DA (1981) Word processing in a marine engineering consultancy: Y-ARD, Effective Computer Applications, 1 (1) 36-59.

Conference Papers

  • Gascoigne C, Parry E & Buchanan DA (2013) Extreme work, normal jobs?  How long hours, work intensification, workaholism and occupational identity discourses discourage socially sustainable jobs. In: Critical Management Studies Conference, Manchester, 10 July 2013.
  • Denyer D, Buchanan D, Parry E & Osbourne J (2011) My job is 'wicked': the pressures and demands of middle management in the UK NHS. In: British Academy of Management Annual Conference 2011, Birmingham, 13-15 September 2011.
  • Pilbeam C & Buchanan D (2010) A very unpleasant disease: the rapid reform and maintenance of infection control. In: Seventh Biennial International Conference in Organizational Behaviour in Healthcare, Birmingham.
  • Fitzgerald L, Frelie E, McGivern G, Buchanan D & Baeza J (2008) Change agency: bridging the chasms and working with the tectonic movements in organizations. In: EGOS Conference, Subtheme Organizing the Public Sector: Governance and Public Management Reform.
  • Fitzgerald D & Buchanan D (2006) Hybrids, networks and organizational change: middle managers telling how it really is?. In: 5th International Conference on Organizational Behaviour in Healthcare, Aberdeen.
  • Buchanan D (2005) You stab my back, I'll stab yours: Management experience of and attitudes towards organization political behaviour. In: British Academy of Management Conference, Oxford.
  • Buchanan D & Fitzgerald L (2005) Improvement stories, hypercomplexity, pure plays and hybrids: Roles in change in the professional network organization. In: British Academy of Management Conference, Oxford.
  • Buchanan D (2004) Creativity and innovation in healthcare: barriers and possibilities. In: ANZAM 18th Annual International Conference, Dunedin.
  • Dawson P & Buchanan D (2003) Telling tales: authoring narratives of organizational change. In: ANZAM 17th Annual International Conference, Fremantle, WA.

Books

  • Buchanan DA. (2018) Methodology matters. In: Unconventional methodology in organization and management research, Oxford: OUP, p. 277-288.
  • Buchanan DA & Denyer D. (2018) Research in extreme contexts. In: Unconventional methodology in organization and management research, Oxford: OUP, p. 84-104.
  • Buchanan DA & Bryman A. (2018) 'Not another survey': the value of unconventional methods. In: Unconventional methodology in organization and management research, Oxford: OUP, p. 1-24.
  • Bryman A, Buchanan, DA. (eds), (2018) Unconventional methodology in organization and management research, Oxford: OUP.
  • Buchanan DA. (2017) Rats in the shadows: researching organizational politics. In: Handbook of Organizational Politics: Second Edition Looking Back and to the Future, Cheltenham: Edward Elgar, p. 340-368, ed. 2nd.
  • Buchanan DA. (2017) Managing change. In: The Oxford handbook of management, Oxford: OUP, p. 343-363.
  • Palmer I, Dunford R & Buchanan DA. (2016) Managing organizational change: a multiple perspectives approach. Chicago: McGraw-Hill, ed. 3rd.
  • Buchanan DA & Huczynski AA. (2016) Organizational behaviour. Harlow, Essex: Pearson Education, ed. 9th.
  • Pilbeam C & Buchanan DA. (2015) No slippage: sustaining control of healthcare acquired infections. In: Managing change in extreme contexts, London: Routledge Business, p. 175-197.
  • Buchanan DA, Denyer D & Moore C. (2015) Maylands, Torrens and Mitcham. In: Managing change in extreme contexts, London: Routledge Business, p. 59-82.
  • Buchanan DA & Denyer D. (2015) What's the problem?. In: Managing change in extreme contexts, London: Routledge Business, p. 3-23.
  • Buchanan DA. (2015) What's trending now @ #organizational research methods. In: The international yearbook of adult education, Cologne: Universität zu Köln, p. 37-60, ed. 38th.
  • Buchanan DA, Boddy D & McCalman J. (2014) Getting in, getting on, getting out and getting back. In: Qualitatve research in business and management (Fundamentals of applied research), London: Sage.
  • Fitzgerald L, Ferlie E, McGivern G & Buchanan DA (2012) Respond and deliver: change leadership in complex organizations. In: Leadership in the Public Sector: Promises and Pitfalls. Teelken C, Dent M, Ferlie E (ed.), London: Routledge.
  • Buchanan DA & Fitzgerald L (2011) New lock, new stock, new barrel, same gun: the accessorized bureacracy of health care. In: Managing Modernity: Beyond Bureaucracy?. Clegg S, Harris M, Hopfl H (ed.), Oxford: Oxford University Press, p. 56-80.
  • Pilbeam C & Buchanan DA (2011) A very unpleasant disease: successful post-crisis management in a hospital setting. In: The Reform of Health Care: Shaping, Adapting and Resisting Policy Developments. Dickinson H, Mannion, R (ed.), Palgrave.
  • Buchanan DA & Huczynski AA (2010) Organizational behaviour. Harlow Essex: FT Prentice Hall, ed. 7th edition.
  • Buchanan D & Bryman A (2009) The SAGE Handbook of Organizational Research Methods. Sage Publications.
  • Buchanan DA (2009) Managing strategic change. In: The Routledge Companion to Strategic Human Resource Management. Storey J, Wright PM, Ulrich D (ed.), London: Routledge, p. 149-164.
  • Buchanan D & Badham R (2008) Power, Politics, and Organizational Change: Winning the Turf Game. London: Sage.
  • Buchanan D (2008) Managing Change. In: Routledge Companion to Strategic Human Resource Management. Storey J, Wright P, Ulrich D (ed.), Routledge.
  • Buchanan D & Bryman A (2008) The organizational research context: properties and implications. In: Handbook of Organizational Research Methods. Buchanan A, Bryman A (ed.), London: Sage.
  • Bryman A & Buchanan D (2008) The present and futures of organizational research. In: Handbook of Organizational Research Methods. Buchanan D, Bryman A (ed.), London: Sage.
  • Hassard J & Buchanan D (2008) From Modern Times to Syriana: feature films as research data. In: Handbook of Organizational Research Methods. Buchanan D, Bryman A (ed.), London: Sage.
  • Fitzgerald L, Ferlie E, Baeza J & Buchanan D (2008) Implementing change in complex organizations: mediators and boundary spanners. In: Managing Change in Public Services. Todnem By R, Macleod C (ed.), London: Routledge.
  • Boddy D & Buchanan D (2007) Preluati Conducerea: Aptitudini Interpersonale Pentru Managerii de Proiect. Editura Codex.
  • Buchanan D (2007) Visual research data and analysis. In: The Sage Dictionary of Qualitative Methods in Management. Thorpe R, Holt R (ed.), London: Sage Publications.
  • Whitby E, Gollop R & Buchanan DA (2007) Researching major change:  issues and dilemmas. In: The Sustainability and Spread of Organizational Change: Modernizing Healthcare. Buchanan DA, Fitzgerald L, Ketley D (ed.), Abingdon: Routledge, p. 272-282.
  • Buchanan DA, Fitzgerald L & Ketley D (2007) Sustaining change and avoiding containment: practice and policy. In: The Sustainability and Spread of Organizational Change: Modernizing Healthcare. Buchanan DA, Fitzgerald L, Ketley D (ed.), Abingdon: Routledge, p. 249-271.
  • Fitzgerald L & Buchanan DA (2007) The sustainability and spread story: theoretical developments. In: The Sustainability and Spread of Organizational Change: Modernizing Healthcare. Buchahan DA, Fitzgerald L, Ketley D (ed.), Abingdon: Routledge, p. 227-248.
  • Buchanan DA & Fitzgerald L (2007) The best practices puzzle: why are new methods contained and not spread?. In: The Sustainability and Spread of Organizational Change: Modernizing Healthcare. Buchanan DA, Fitzgerald L, Ketley D (ed.), Abingdon: Routledge, p. 41-59.
  • Buchanan DA & Fitzgerald L (2007) Improvement evaporation: why do successful changes decay?. In: The Sustainability and Spread of Organizational Change: Modernizing Healthcare. Buchanan DA, Fitzgerald L, Ketley D (ed.), Abingdon: Routledge, p. 22-40.
  • Buchanan DA, Fitzgerald L & Ketley D (2007) The Sustainability and Spread of Organizational Change:  Modernizing Healthcare. London: Routledge.
  • Huczynski A & Buchanan D (2006) Organizational Behaviour: An introductory text. FT Prentince Hall, ed. 6.
  • Buchanan D & Huczynski A (2004) Organizational Behaviour: An Introductory Text. Harlow: Financial Times Prentice Hall, ed. 5.
  • Buchanan D & Huczynski A (2004) Organizational Behaviour: Instructor's Manual. Harlow: Financial Times Prentice Hall, ed. 5.
  • Huczynski AA & Buchanan DA (2001) Organizational Behaviour: An Introductory Text. Harlow, Essex: FT Prentice Hall, ed. 4.
  • Huczynski AA & Buchanan DA (2001) Organizational Behaviour: Instructor's Manual. Harlow Essex: FT Prentice Hall, ed. 4.
  • Buchanan DA (2000) An eager and enduring embrace: the ongoing rediscovery of teamwork as a management idea. In: Teamworking. Procter S, Mueller F (ed.), Macmillan Business, p. 25-42.
  • Buchanan DA (1999) Um ambraco ardente e duradouro: a redescoberta continua de uma ideia de gestao. In: Teoria Organizacional: Perspectivas e Prospectivas. Cunha MPE (ed.), Lisbon: Publicacoes Dom Quixote, p. 109-126.
  • Badham R, McLoughlin IP & Buchanan DA (1998) Human resource management and cellular manufacturing. In: Group Technology and Cellular Manufacturing. Suresh NC, Kay JM (ed.), London: Kluwer Academic Publishers, p. 401-422.
  • Buchanan D (1998)

    Strategic organizational issues

    . In: Work Organization and Ergonomics. di Martino V, Corlett N (ed.), Geneva: International Labour Office, p. 177-208.
  • Buchanan D (1998) Working together: flexible work groups and multi-skilling. In: Work Organization and Ergonomics. di Martino V, Corlett N (ed.), Geneva: International Labour Office, p. 117-150.
  • Buchanan DA & Storey J (1997) Role taking and role switching in organizational change: the four pluralities. In: Innovation, Organizational Change and Technology. McLoughlin I, Harris M (ed.), London: International Thompson Publishing, p. 127-145.
  • Buchanan DA and Huczynski AA (1997) Readings in Organizational Behaviour: A Self-Study Text. Hemel Hempstead: Prentice Hall.
  • Buchanan DA & Huczynski AA (1997) Organizational Behaviour: An Introductory Text. Hemel Hempstead: Prentice Hall, ed. 3.
  • Buchanan DA & Huczynski AA (1997) Organizational Behaviour: Instructor's Manual. Hemel Hempstead: Prentice Hall, ed. 3.
  • Buchanan DA & Huczynski AA (1997) Organizational Behaviour: Student Workbook. Hemel Hempstead: Prentice Hall, ed. 3.
  • Buchanan DA & Wilson B (1996) Next patient please: the operating theatres problem at Leicester General Hospital NHS Trust, Oxford: Blackwell, p. 190-205.
  • Buchanan DA (1994) Cellular manufacture and the role of teams. In: New Wave Manufacturing Strategies: Organizational and Human Resource Management Dimensions, London: Paul Chapman, p. 204-225.
  • Buchanan DA (1994) Principles and practice in work design. In: Personnel management: a comprehensive guide to theory and practice in Britain. Sisson K (ed.), Oxford: Blackwell Business, p. 85-116, ed. 2nd ed..
  • Huczynski AA & Buchanan DA (1994) Organizational Behaviour: Instructor's Manual. Hemel Hempstead: Prentice Hall, ed. 2.
  • Huczynski AA & Buchanan DA (1994) Organizational Behaviour: Student Workbook. Hemel Hempstead: Prentice Hall.
  • Buchanan DA (1993) The organizational politics of technological change. In: Human Factors in Geographical Informating Systems. Medyckyj-Scott D (ed.), Bellhaven Press, p. 211-222.
  • Buchanan DA & McCalman J (1993) Digital equipment Scotland: the VLSI story. In: Case Studies in Organizational Behaviour and Human Resource Management. Legge K, Clegg C, Gowler D (ed.), London: Paul Chapman, p. 1-5, ed. 2nd.
  • Buchanan DA & Boddy D (1992) The Expertise of the Change Agent: Public Performance and Backstage Activity. Hemel Hempstead: Prentice Hall.
  • Boddy D & Buchanan DA (1992) Take the Lead: Interpersonal Skills for Project Managers. Hemel Hempstead: Prentice Hall.
  • Buchanan D (1991) Figure-ground reversal in systems development and implementation: from HCI to OSI. In: Human Jobs and Computer Interfaces. Nurminen MI, Weir GRS (ed.), Amsterdam: North Holland, p. 213-228.
  • Buchanan DA (1991) High performance: new boundaries of acceptability in worker control. In: Human Resource Strategies. Salaman G (ed.), London: Sage Publications/OU, p. 255-273.
  • Huczynski AA & Buchanan DA (1991) Organizational Behaviour: An Introductory Text. Hemel Hempstead: Prentice Hall, ed. 2.
  • Buchanan DA (1989) Principles and practice in work design. In: Personnel management in Britain. Sisson K (ed.), Oxford: Blackwell, p. 78-100, ed. 1st ed..
  • Buchanan DA (1989) Using the new technology. In: Readings in Organizational Behaviour. Patrickson M (ed.), Sydney: Harper and Row, p. 122-136.
  • Buchanan DA (1989) Weighill Hotel, Glasgow. In: Cases in Marketing Management. Moutinho L (ed.), Wokingham: Addison-Wesley, p. 118-129.
  • Buchanan DA & McCalman J (1989) High Performance Work Systems:  The Digital Experience. London: Routledge.
  • Buchanan DA (1989) High performance: new boundaries of acceptability in worker control. In: Job Control and Worker Health. Sauter SL, Hurrell JJ, Cooper CL (ed.), Chichester: Wiley-Blackwell, p. 255-273.
  • Buchanan DA, Boddy D & McCalman J (1988) Getting in, getting on, getting out and getting back. In: Doing Research in Organizations. Bryman A (ed.), London: Routledge, p. 53-67.
  • Buchanan DA & McCalman J (1988) Confidence, visibility and performance: the effects of shared information in computer-aided hotel management. In: The New Management Challenge: Information Systems for Improved Performance. Boddy D, McCalman J, Buchanan DA (ed.), Beckenham: Croom Helm, p. 17-29.
  • Boddy D & Buchanan DA (1988) The new management challenge: information systems for improved performance. In: The New Management Challenge: Information Systems for Improved Performance. Boddy D, McCalman J, Buchanan D (ed.), Beckenham: Croom Helm, p. 1-16.
  • Boddy D, McCalman J & Buchanan DA (1988) The New Management Challege:  Information Systems for Improved Performance. Beckenham: Croom Helm.
  • Boddy D & Buchanan DA (1988) Information technology and the experience of work. In: Readings in Human-Computer Interaction: A Multidisciplinary Approach. Baecker R, Buxton WAS (ed.), Los Altos, CA: Morgan Kaufmann Inc..
  • Boddy D & Buchanan DA (1987) The Technical Change Audit: Action for Results. Sheffield: Manpower Services Commission.
  • Buchanan DA (1986) Management objectives in technical change. In: Managing the Labour Process. Knghts D, Willmott H (ed.), Aldershot: Gower Publishing, p. 67-84.
  • Boddy D & Buchanan DA (1986) Managing New Technology. Oxford: Blackwell.
  • Boddy D & Buchanan DA (1986) Information technology and productivity: myths and realities. In: Human Factors: Man, Machine and New Technology. Lupton T (ed.), Bedford: IFS Publications.
  • Buchanan DA & Boddy D (1986) Advanced technology and the quality of working life: the effects of computerized controls on biscuit making operators. In: Readings in Industrial and Organizational Psychology. Landy F (ed.), New York: Dorsey Press.
  • Buchanan DA & Boddy D (1985) Skills, motivation and interdependencies: the effective use of new computing technology. In: Computers, People and Productivity. Frederiksen LW, Riley AW (ed.), New York: The Haworth Press, p. 99-108.
  • Buchanan DA (1985)

    Using the new technology

    . In: The Information Technology Revolution. Forrester T (ed.), Oxford: Blackwell, p. 454-465.
  • Buchanan DA & Huczynski AA (1985) Organizational Behaviour: An Introductory Text. Hemel Hempstead: Prentice Hall, ed. 1.
  • Buchanan DA (1983) Technical imperatives and strategic choice. In: Information Technology in Manufacturing Processes: Case Studies in Technological Change. Winch G (ed.), London: Rossendale, p. 72-80.
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