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National Health Service Boards of Directors and Governance Models

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  • Gianluca Veronesi
  • Kevin Keasey

Abstract

This article reports the findings of a year-long research project focused on the activity of boards of directors of twenty-two trusts from the British National Health Service (NHS). The evidence gathered through the use of semi-structured interviews, focus groups, workshops, feedback questionnaires and document analysis indicates that the behavioural dynamics of boards, affected by the dominance of the expert model, act as antecedents of their statutory functions and the implementation of different governance models. Only a portion of the boards involved has effectively incorporated in its modus operandi post-New Public Management (post-NPM) principles of governance.

Suggested Citation

  • Gianluca Veronesi & Kevin Keasey, 2011. "National Health Service Boards of Directors and Governance Models," Public Management Review, Taylor & Francis Journals, vol. 13(6), pages 861-885, September.
    • Handle: RePEc:taf:pubmgr:v:13:y:2011:i:6:p:861-885
    DOI: 10.1080/14719037.2010.539113
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    Cited by:

    1. A. Blanco-Oliver & G. Veronesi & I. Kirkpatrick, 2018. "Board Heterogeneity and Organisational Performance: The Mediating Effects of Line Managers and Staff Satisfaction," Journal of Business Ethics, Springer, vol. 152(2), pages 393-407, October.
    2. Fabrizio Sarto & Corrado Cuccurullo & Massimo Aria, 2014. "Exploring healthcare governance literature: systematic review and paths for future research," MECOSAN, FrancoAngeli Editore, vol. 2014(91), pages 61-80.
    3. Veronesi, Gianluca & Kirkpatrick, Ian & Vallascas, Francesco, 2013. "Clinicians on the board: What difference does it make?," Social Science & Medicine, Elsevier, vol. 77(C), pages 147-155.

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