Corporatisation and the Emergence of (Under-Managered) Managed Organisations: The Case of English Public Hospitals

Kirkpatrick, Ian; Altanlar, Ali; Veronesi, Gianluca

doi:10.1177/0170840617693273

Cited by 34 publications

(64 citation statements)

References 53 publications

(146 reference statements)

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“…Canback (1998), for example, drawing on transaction cost economics, notes how management consultants are able to provide scarce and valuable expertise in flexible ways that reduces the need for permanent staff. This may be especially true in the English health service which, contrary to popular opinion, employs relatively few managers (Kirkpatrick, Altanlar and Veronesi, 2017a; The King's Fund, 2011) and has limited internal consulting capabilities (Alderwick et al, 2016). Management consultants also promise relative legitimacy, claimed from an 'independent' and widely informed perspective based on their role as organisational outsiders (Sturdy, Handley, Clark and Fincham, 2009).…”

Section: Management Consulting Services: Drivers and Consequencesmentioning

confidence: 99%

The impact of management consultants on public service efficiency

Kirkpatrick

Sturdy

Alvarado

et al. 2019

Policy &Amp; Politics

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Public sector organisations often make use of management consultants in policy implementation, but we know little about the outcomes. The paper reports one of the first quantitative evaluations of the impact of consulting advice on efficiency of public sector organisations. We employ an extensive dataset covering English NHS acute care hospital trusts over a four-year period. Based on PCSEs estimations, the findings show a significantly positive relationship between consulting expenditure and organisational inefficiency. These results lend support to critical accounts of management consulting, highlighting the need for organisations to be circumspect in deciding whether and how to use these services.

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Section: Management Consulting Services: Drivers and Consequencesmentioning

confidence: 99%

The impact of management consultants on public service efficiency

Kirkpatrick

Sturdy

Alvarado

et al. 2019

Policy &Amp; Politics

Self Cite

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“…The social mission that could potentially become more like that of companies with a view to improving public management. (Kirkpatrick, Altanlar, & Veronesi, 2017) NPM CS Corporatizing…”

Section: Discussionmentioning

confidence: 99%

“…In category 1, 21 papers considered only practices related to NPM from different points of view, analyzing the causes, effects and state of development. These paper are (Barry et al, 2006b;Bezes et al, 2011;Bird, 2015;Bode et al, 2017;Casini, 2014;Chan & Chow, 2007;Deem, 1998;Durant, 2014;Flinders, 2011;Foljanty-Jost, 2011;Green, 2009;Kickert, 2003;Kinder, 2012;Kirkpatrick et al, 2017;Lindlbauer et al, 2016;Maccarthaigh, 2012 In category 2, four papers considered the concept of Paradox (henceforth, P) recognizing the phenomenon of multiple conflicts that characterize sustainability in business organizations. These papers are (Carollo & Guerci, 2018;Hahn et al, 2018;Kannothra et al, 2018;Ratner, 2012).…”

Section: Discussionmentioning

confidence: 99%

“…The change that this new concept brought about was the grafting of what is defined as Corporatizing as highlighted byLindlbauer et al (2016),Kirkpatrick et al (2017). The transaction takes place in the concept of governance Meliá n-Gonzá lez and Bulchand-Gidumal (2009),Green (2009), Flinders (2011),Norman (2014) and consequently in the Identity Work, because the figure of the manager changes, the management of employees changes with the aim of maximizing results and performance as demonstrated byBarry et al (2006a) andBezes et al (2011).The research shows, asRayner et al (2012),Maccarthaigh (2012), Nieto Morales et al (2013) studied, the NPM has had an impact on the concept of Organization also changing the approach of Management, what emerges from the studies of…”

mentioning

confidence: 99%

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Hybrid organizations: A Systematic Review of the Current Literature

Secinaro¹,

Corvo²,

Brescia³

et al. 2019

IBR

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The purpose of this paper is to systematically review literature concerning hybrid structures, that is, structures that are used to implement various forms of management. More specifically, the authors aim to answer two questions: can the evolution of hybrid organizations be analyzed and mapped, and if so, what are the factors that govern their development? The document is based on a systematic review approach of Little et al. (2009), which aims to make the selection of literature and the review process transparent and replicable following steps, eliminating the problem of prejudice to ensure objectivity of the research and credibility in the results as demonstrated by Rosenthal (1979) and Cooper (2003). What emerges from the literature of hybrid organizations seen from the point of view of NPM, the concept of Paradox, PPPs and Hybrid Impact is very interesting because by tidying up the concepts that various scholars have found it is possible to define what have been the factors that influenced the evolution of hybrid organizations giving a historical definition and helping to understand the roots of the concept and specifically where these new entities will generate impact. Several documents have analyzed the contribution of these approaches to the improvement of Management, Decision-Making, Identity Work, Governance, Hybrid Laws, Microfinance Institutions MFIs and Corporatizing. Through this research the authors hope to contribute to the academic and professional community by summarizing the known literature and suggesting paths for further research precisely because it is necessary the cooperation.

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“…Some studies (Alchian and Demsetz, 1973;Boyne, 2002;Kirkpatrick et al, 2017;Meier and O'Toole, 2008) attribute differences in internal managerial regimes to differently owned organisations' different operating environments, although further studies qualify these findings in various ways (Bozeman et al, 1992;Rainey and Bozeman, 2000) or report common features of managerial regimes irrespective of ownership (Knott, 1993). However, one intention, and to a certain extent effect, of marketisation "reforms" has been to give all the differently owned providers in a particular quasi-market a similar organisational environment.…”

Section: Ownership and Organisationmentioning

confidence: 99%

Repositioning the boundaries between public and private healthcare providers in the English NHS

Sheaff

Halliday

Exworthy³

et al. 2019

JHOM

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Purpose Neo-liberal “reform” has in many countries shifted services across the boundary between the public and private sector. This policy re-opens the question of what structural and managerial differences, if any, differences of ownership make to healthcare providers. The purpose of this paper is to examine the connections between ownership, organisational structure and managerial regime within an elaboration of Donabedian’s reasoning about organisational structures. Using new data from England, it considers: how do the internal managerial regimes of differently owned healthcare providers differ, or not? In what respects did any such differences arise from differences in ownership or for other reasons? Design/methodology/approach An observational systematic qualitative comparison of differently owned providers was the strongest feasible research design. The authors systematically compared a maximum variety (by ownership) sample of community health services; out-of-hours primary care; and hospital planned orthopaedics and ophthalmology providers (n=12 cases). The framework of comparison was the ownership theory mentioned above. Findings The connection between ownership (on the one hand) and organisation structures and managerial regimes (on the other) differed at different organisational levels. Top-level governance structures diverged by organisational ownership and objectives among the case-study organisations. All the case-study organisations irrespective of ownership had hierarchical, bureaucratic structures and managerial regimes for coordinating everyday service production, but to differing extents. In doctor-owned organisations, the doctors’, but not other occupations’, work was controlled and coordinated in a more-or-less democratic, self-governing ways. Research limitations/implications This study was empirically limited to just one sector in one country, although within that sector the case-study organisations were typical of their kinds. It focussed on formal structures, omitting to varying extents other technologies of power and the differences in care processes and patient experiences within differently owned organisations. Practical implications Type of ownership does appear, overall, to make a difference to at least some important aspects of an organisation’s governance structures and managerial regime. For the broader field of health organisational research, these findings highlight the importance of the owners’ agency in explaining organisational change. The findings also call into question the practice of copying managerial techniques (and “fads”) across the public–private boundary. Originality/value Ownership does make important differences to healthcare providers’ top-level governance structures and accountabilities and to work coordination activity, but with different patterns at different organisational levels. These findings have implications for understanding the legitimacy, governance and accountability of healthcare organisations, the distribution and use power within them, and system-wide policy interventions, for instance to improve care coordination and for the correspondingly required foci of healthcare organisational research.

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Corporatisation and the Emergence of (Under-Managered) Managed Organisations: The Case of English Public Hospitals

Cited by 34 publications

References 53 publications

The impact of management consultants on public service efficiency

The impact of management consultants on public service efficiency

Hybrid organizations: A Systematic Review of the Current Literature

Repositioning the boundaries between public and private healthcare providers in the English NHS

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