This article aims to present and explain `time' as a theoretical and a narrative concept. Most studies of change management define time as chronological time. This article presents two alternative time definitions: the shadows of time and the chronotopes, pointing toward understanding time as an asymmetric literary genre in futures studies of change management.

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Currently, we are witnessing a comprehensive change in the theoretical understandings of how coordination is provided in the pursuit of public governance. Traditional strands of theory took their departure from the presumption that coordination is the outcome of processes within coherent institutionally or functionally demarcated units that follows a specific pregiven rational logic of consequentiality. This view is apparent in public administration theory, organization theory, and planning theory. In recent years, this unitary, rationalist understanding of coordination has been challenged by a more pluricentric understanding of coordination in public governance. Coordination is viewed as a messy and floating process that revolves around interactive arenas that promote communication between a plurality of interpretive logics and situated practises. Although the traditional theories of coordination tended to view vertical and horizontal forms of coordination as radically different modes of coordination, the new theories question the analytical value of this distinction by pointing to the relational, interpretive, interdependent, and interactive aspects of all coordination processes including processes in which public authorities seek to govern their subjects. In the new theories, one of the main questions is how to get a better hold of this new understanding of coordination in processes of public governance. The article aims to do so by bringing together insights from three theoretical strands: public administration theory, organizational theory, and planning theory to show how each of them are currently contributing to the development of what we define as a theory of pluricentric coordination in public governance.

This study presents a novel demonstration of the importance of patient narratives for translating healthcare innovation in a clinical practice setting.

This article describes the inception and evolution of a 3-month immersion experience between hospital and nurse leaders where sociological principles were applied to support nurse leader succession. Unique to this program, the bedside nurse joins the nursing executive team full time to participate in all organizational leadership activities as part of the experience.