Hospital governance and the medical practitioner in Belgium

Gourdin, Gregory; Schepers, Rita

doi:10.1108/14777260910966744

Cited by 9 publications

(5 citation statements)

References 32 publications

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“…At the same time, Chardchawarn (2010, pp. [15][16][17][18][19] further affi rmed that local elected offi cials and citizens had insuffi cient powers to mobilize the process. As a result, local people could not initiate any policies and accelerate the implementation of the policies, particularly regarding government resources.…”

Section: Context Of Case Studymentioning

confidence: 99%

“…Th e fi gure below illustrates NPM as a power arrangement in which public hospitals are managed. [17][18][19][20]. With more infl uence of NPM, public hospitals are observed to achieve market-oriented results.…”

Section: Context Of Case Studymentioning

confidence: 99%

“…Th ose dimensions comprise of external environment, clientele circumstances, operational or technological process, organizational structure, and a role in managing operational output or outcome of public policy implementation (ibid., pp. [14][15][16][17]. Moreover, Talbot (2010, pp.…”

Section: New Public Governance Of Public Hospitalsmentioning

confidence: 99%

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Management, Collaboration and New Publicgovernance: A Case Study of a Public Hospitalin Thailand

Sapparojpattana¹

2020

PAI

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Section: Context Of Case Studymentioning

confidence: 99%

Section: Context Of Case Studymentioning

confidence: 99%

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Management, Collaboration and New Publicgovernance: A Case Study of a Public Hospitalin Thailand

Sapparojpattana¹

2020

PAI

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“…Parallel to the codes, hospital and medical specialist financing is increasingly becoming intertwined, which requires them to work together in dividing responsibilities and sharing information. However, previous studies showed that medical specialists and executive boards differ in their autonomy and responsibilities (Klopper-Kes et al, 2009;Degeling et al, 2006;Neogy andKirkpatrick, 2009, Gourdin andSchepers, 2009); e.g. how mutual understanding and empathy is imputed (Goeschel et al, 2010).…”

Section: Medical Specialists Providing Information To Ebsmentioning

confidence: 99%

Clinical governance in Dutch hospitals

Botje

Plochg

Klazinga

et al. 2014

Clinical Governance: An International Journal

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Purpose – For accountability purposes, performance information sharing and clear divisions of responsibilities between medical specialists and executive boards are critical. The purpose of this paper is to explore whether these aspects of clinical governance have been taken up by executive boards and medical specialists in the Netherlands. Design/methodology/approach – This cross-sectional study aimed to explore the information-sharing between medical specialists and executive boards in Dutch hospitals as one key aspect of clinical governance. Between November 2010 and February 2011, 67 medical staff board chairs and 40 chief executive officers completed an online questionnaire concerning information-sharing and the clinical governance practices within their respective hospitals. Findings – Almost all respondents acknowledged the importance of information-sharing. However, the actual sharing differed per type of performance information. Policy/management information was shared more often than patient care information. Similarly, medical specialists differ in the degree of responsibility the take for specific clinical governance tasks. Almost all were involved in managing complication registries (99 per cent), while few managed hospital accreditation (55 per cent). Research limitations/implications – With executive boards and medical specialists being increasingly dependent of a shared budget, they have an extra incentive to share information and to take up clinical governance tasks. The study showed that Dutch medical specialists are sharing many types of performance information with the executive board, but that this should be increased to comply with the codes. Thus far, few hospital managers in the study have formalised this in an information protocol, which is potentially the next step for other hospital staff to incorporate as well. Those who have an information protocol seem to be aware of the business case for quality. Originality/value – This study is the first attempt to explore to what extent Dutch medical specialists share performance information with their respective executive boards and take up clinical governance tasks.

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“…A second crucial component of nursing's environment is the structuring of hospitals, where nurses most often perform their core occupational activities. Two major moves have happened in the healthcare sector since the post‐war period – one is the evolution of the hospital into an organizational entity, a “professional bureaucracy,” and the other is its internal planning as a “divisional structure” (Gourdin & Schepers, ).…”

Section: The Ecology Of Nursingmentioning

confidence: 99%

Prompting professional prerogatives: New insights to reopen an old debate about nursing

Ayala

Vanderstraeten

Bracke

2014

Nursing & Health Sciences

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A profession is defined by neither a set of structural qualities nor a description idiosyncratic to a single culture. Rather, a profession detects problems in an area of work, intellectualizes that work, and offers solutions, developing a logic of competition with coexisting occupations. The best that structural explanations can offer to nursing is rigid, unmovable definitions such as "a semi-profession," whereas the ecological theory of the professions regards the continuous interplay among occupations cohabiting in an interacting system as the fundamental process of gaining or losing professional status. In this theoretically driven article we draw upon the notion of "social ecology of nursing" as a vector of development, arguing that nursing's professional status lies in its ability to adapt to "landscape" transformations and to protect its jurisdiction from competitors, equating fully established professions. In discussing the application of this theory, we invite readers to reopen a debate about the professional nature of nursing, considering cross-national versions of nursing for more comprehensive definitions of the profession.

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Hospital governance and the medical practitioner in Belgium

Cited by 9 publications

References 32 publications

Management, Collaboration and New Publicgovernance: A Case Study of a Public Hospitalin Thailand

Management, Collaboration and New Publicgovernance: A Case Study of a Public Hospitalin Thailand

Clinical governance in Dutch hospitals

Prompting professional prerogatives: New insights to reopen an old debate about nursing

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