Models of governance and the changing role of the board in the "modernised" UK health sector.
Models of governance and the changing role of the board in the "modernised" UK health sector.
复制标题
DOI：
10.1108/14777260810876312
复制
发表时间：
2008-01-01
影响因子：
1.4
通讯作者：
Addicott, Rachael
中科院分区：
文献类型：
--
作者：
Addicott, Rachael
目得：本文的目的是表明，有越来越多的关注网络作为一种模式，在英国公共部门的服务提供和治理。作为一个早期的例子，癌症临床管理网络最初被认为是一种意识形态上的转变，转向一种更柔和的治理模式，重点是跨越1990年代新公共管理运动期间加强或建立的垂直线。20世纪90年代的新公共管理思想强调董事会和强大的非执行董事在管理公共服务中的作用。本文旨在探讨的作用，在英国卫生部门的董事会下，明显新兴的“后NPM”意识形态框架的Accountability.Design/METHODOLOGY/APPROACH：该文件是基于从五个比较案例研究的结果管理临床网络癌症在伦敦。该论文发现，癌症网络委员会的战略影响力有限，因为这些网络受到持续强调集中化的限制。绩效管理和结构重组，这成为主导在NPM时代。实际影响：后NPM治理思想的无能，使在英国的重大影响，以及由此产生的混乱和冲突的框架，阻碍了癌症网络作为一个论坛传播最佳实践跨越组织边界的最初意图。只有有限的研究紧急职权范围，结构或战略的公共部门董事会在英国，和非常有限的研究董事会在医疗保健网络中的作用：本文提供了一些照明在这个有限的研究领域。
PURPOSE: The aim of this paper is to show that there has been an increasing focus on networks as a model of service delivery and governance in the UK public sector. As an early example, managed clinical networks for cancer were initially considered to represent an ideological move towards a softer model of governance, with an emphasis on moving across the vertical lines that were strengthened or established during the new public management (NPM) movement of the 1990s. The NPM ideology of the 1990s emphasised the role of Boards and powerful non-executives in governing public services. This paper seeks to explore the role of the Board in the UK health sector under the apparent emerging "post-NPM" ideological framework of accountability.DESIGN/METHODOLOGY/APPROACH: The paper is based on findings from five comparative case studies of managed clinical networks for cancer in London.FINDINGS: The paper finds that cancer network boards have had limited strategic influence as these networks are constrained by a continued emphasis of centralised performance management and structural reconfiguration, which become dominant during the NPM era.PRACTICAL IMPLICATIONS: The inability of the post-NPM governance ideology to make a significant impact in the UK, and the resulting confused and conflictual framework, have hindered the initial intention of cancer networks as a forum for spreading best practice across organisational boundaries.ORIGINALITY/VALUE: There is only limited research on the emergent remit, structure or strategy of public sector Boards in the UK, and very limited research on the role of Boards in health care networks: the paper provides some illumination on this limited area of study.