Understanding and supporting change in health systems using the strategic action fields framework: the availability and origin of sources of authority
本研究通过英国NHS的案例，扩展了战略行动场域框架中“权威来源”的定义，并揭示其两个交叉维度的差异，帮助理解政策驱动的系统变革如何实现。
Policy-driven change in public service systems is difficult to implement. We focus upon ‘sources of authority’, which figure within the Strategic Action Fields Framework (SAFF) as resources mobilized by socially skilled actors to catalyse and sustain change. Drawing on qualitative case studies evaluating a large-scale policy-driven change in the English NHS, the Vanguard New Care Models programme, we (1) expand the definitions of ‘sources of authority’ and (2) argue that ‘sources of authority’ vary across two intersecting dimensions. This expands the utility of the SAFF beyond understanding and evaluating policy impact, and offers practical opportunities for achieving change.