Effective board governance of safe care: a (theoretically underpinned) cross-sectioned examination of the breadth and depth of relationships through national quantitative surveys and in-depth qualitative case studies

Mannion, Russell; Freeman, Timothy; Millar, Russell B.; Davies, Huw

doi:10.3310/hsdr04040

Cited by 32 publications

(49 citation statements)

References 67 publications

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“…In particular, two data sources are used: the routine organizational climate survey (to measure the top management competencies) and the yearly results of the Tuscan Performance Evaluation System (PES) that measures and evaluates multiple health care performance dimensions of public health care organizations, from financial viability to quality and patient satisfaction, through a systematic and publicly disclosed benchmarking (Nuti & Vainieri, 2016; Nuti, Vola, Bonini, & Vainieri, 2016). Usually, authors who dealt with this topic measured both organizational performance and competencies throughout the staff self-assessment as reported by the quite recent large-scale study conducted in the English National Health System on the relationships between effective board governance (including analysis on competencies) and safe care (Mannion, Freeman, Millar, & Davies, 2016). Hence, the peculiarity of this research is to provide supporting empirical evidence using longitudinal and objective data from a large multidimensional PES and employees’ perception of top management competencies.…”

mentioning

confidence: 99%

Explaining performance in health care: How and when top management competencies make the difference

Vainieri

Ferrè

Giacomelli

et al. 2017

Health Care Manage Rev

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Information sharing is the basis for clinicians' engagement and adds value to organizational performance.This is an open-access article distributed under the terms of the Creative Commons Attribution-Non Commercial-No Derivatives License 4.0 (CCBY-NC-ND), where it is permissible to download and share the work provided it is properly cited. The work cannot be changed in any way or used commercially without permission from the journal.

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mentioning

confidence: 99%

Explaining performance in health care: How and when top management competencies make the difference

Vainieri

Ferrè

Giacomelli

et al. 2017

Health Care Manage Rev

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“…We found that actors draw on a range of approaches often rooted in established characteristics of executive leadership for quality improvement (e.g. Millar et al 2013Millar et al , 2015Mannion et al 2016). These situated agents were looking to craft and communicate a local narrative of a merged organisational future across the workforce with visibility and staff engagement viewed as central to translating strategy into practice.…”

Section: Discussionmentioning

confidence: 99%

Buddies and Mergers: Decentring the Performance of Healthcare Provider Partnerships

Millar¹,

Mannion²,

Miller³

2020

Decentring Health and Care Networks

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Link to publication on Research at Birmingham portal General rights Unless a licence is specified above, all rights (including copyright and moral rights) in this document are retained by the authors and/or the copyright holders. The express permission of the copyright holder must be obtained for any use of this material other than for purposes permitted by law. • Users may freely distribute the URL that is used to identify this publication. • Users may download and/or print one copy of the publication from the University of Birmingham research portal for the purpose of private study or non-commercial research. • User may use extracts from the document in line with the concept of 'fair dealing' under the Copyright, Designs and Patents Act 1988 (?) • Users may not further distribute the material nor use it for the purposes of commercial gain. Where a licence is displayed above, please note the terms and conditions of the licence govern your use of this document. When citing, please reference the published version. Take down policy While the University of Birmingham exercises care and attention in making items available there are rare occasions when an item has been uploaded in error or has been deemed to be commercially or otherwise sensitive.

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“…Our study formed part of a three year national evaluation of FT hospital Board governance in England (Mannion et al, 2016). In studying the oversight arrangements of FT hospitals, one specific aim was to explore the interactions between executive hospital Board members and the Council of Governors to better understand how these dynamics affect the quality and safety of care.…”

Section: Methodsmentioning

confidence: 99%

Meta-regulation meets Deliberation: Situating the Governor within NHS Foundation Trust Hospitals

Millar¹,

Freeman

Mannion³

et al. 2018

J. Soc. Pol.

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NHS Foundation Trust (FT) hospitals in England have complex internal governance arrangements. They may be considered to exhibit meta-regulatory characteristics to the extent that governors are able to promote deliberative values and steer internal governance processes towards wider regulatory goals. Yet, while recent studies of NHS FT hospital governance have explored FT governors and examined FT hospital boards to consider executive oversight, there is currently no detailed investigation of interactions between these two groups. Drawing on observational and interview data from four case-study sites, we trace interactions between the actors involved; explore their understandings of events; and consider the extent to which the proposed benefits of meta-regulation were realised in practice. Findings show that while governors provided both a conscience and contribution to internal and external governance arrangements, the meta-regulatory role was largely symbolic and limited to compliance and legitimation of executive actions. Thus while the meta-regulatory ‘architecture’ for governor involvement may be considered effective, the soft intelligence gleaned and operationalised may be obscured by ‘hard’ performance metrics which dominate resource-allocation processes and priority-setting. Governors were involved in practices that symbolised deliberative involvement but resulted in further opportunities for legitimising executive decisions.

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Effective board governance of safe care: a (theoretically underpinned) cross-sectioned examination of the breadth and depth of relationships through national quantitative surveys and in-depth qualitative case studies

Cited by 32 publications

References 67 publications

Explaining performance in health care: How and when top management competencies make the difference

Explaining performance in health care: How and when top management competencies make the difference

Buddies and Mergers: Decentring the Performance of Healthcare Provider Partnerships

Meta-regulation meets Deliberation: Situating the Governor within NHS Foundation Trust Hospitals

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