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Corporate Governance in the NHS – an Assessment of Boardroom Practice

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  • James J. H. Harrison

Abstract

Corporate governance was once something akin to a minority, even elite, interest and unlikely to ever become a feature of popular (and especially public sector) management culture. This is no longer true. This article draws upon a post reform assessment of boardroom practice in English District Health Authorities as a means of reflecting upon matters of governance and to illuminate the case for both policy and practice change. Whilst the data derive from Health Authorities, the findings have significance for the boards of other NHS bodies and a relevance to other parts of the public and not‐for‐profit sector(s) experiencing or contemplating similar changes.

Suggested Citation

  • James J. H. Harrison, 1998. "Corporate Governance in the NHS – an Assessment of Boardroom Practice," Corporate Governance: An International Review, Wiley Blackwell, vol. 6(3), pages 140-150, July.
    • Handle: RePEc:bla:corgov:v:6:y:1998:i:3:p:140-150
    DOI: 10.1111/1467-8683.00099
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