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Corporate Governance under ‘New Public Management’: an exemplification

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  • Mark Clatworthy
  • Howard Mellett
  • Michael Peel

Abstract

A key feature of the ‘New Public Management’ reforms has been the adoption, by public sector bodies, of modes of organisation and governance more usually associated with the private sector. This paper seeks to identify the general model of corporate governance prevailing in the private sector and reviews the extent to which its elements are paralleled in the public sector. It uses NHS trusts as exemplars to examine whether sufficient congruity exists between them to allow governance models created in the private sector to be applied to the public sector. If such a transfer is not appropriate, trusts would require tailor made governance models. It would also highlight the extent to which private sector techniques can be transferred to the public sector without modification. The conclusion is that the study of corporate governance in NHS trusts shows that the transplant of private sector culture, as reflected in modes of corporate governance, is not complete, necessary or possible.

Suggested Citation

  • Mark Clatworthy & Howard Mellett & Michael Peel, 2000. "Corporate Governance under ‘New Public Management’: an exemplification," Corporate Governance: An International Review, Wiley Blackwell, vol. 8(2), pages 166-176, April.
    • Handle: RePEc:bla:corgov:v:8:y:2000:i:2:p:166-176
    DOI: 10.1111/1467-8683.00193
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    Cited by:

    1. Howard Mellett & Neil Marriott & Louise Macniven, 2009. "Diffusion of an Accounting Innovation: Fixed Asset Accounting in the NHS in Wales," European Accounting Review, Taylor & Francis Journals, vol. 18(4), pages 745-764.
    2. Yapa, P.W. Senarath, 2014. "In whose interest? An examination of public sector governance in Brunei Darussalam," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 25(8), pages 803-818.
    3. Lee, Bill, 2010. "The individual learning account experiment in the UK: A conjunctural crisis?," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 21(1), pages 18-30.
    4. Sheila Ellwood & Javier Garcia-Lacalle, 2015. "The Influence of Presence and Position of Women on the Boards of Directors: The Case of NHS Foundation Trusts," Journal of Business Ethics, Springer, vol. 130(1), pages 69-84, August.
    5. Niamh M. Brennan & Jill Solomon, 2008. "Corporate governance, accountability and mechanisms of accountability: an overview," Accounting, Auditing & Accountability Journal, Emerald Group Publishing Limited, vol. 21(7), pages 885-906, September.
    6. Adelina DUMITRESCU, 2014. "The Role and Importance of Governance for the Public Sector. Case Study for Romania," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 15(4), pages 505-513, October.
    7. Andrea Calabrò & Mariateresa Torchia & Francesco Ranalli, 2013. "Ownership and control in local public utilities: the Italian case," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 17(4), pages 835-862, November.

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