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Governing the quality and safety of healthcare: A conceptual framework

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  • Brown, Alison
  • Dickinson, Helen
  • Kelaher, Margaret

Abstract

Recent research has advanced understanding of corporate governance of healthcare quality, highlighting the need for future empirical work to develop beyond a focus on board composition to a more detailed exploration of the internal workings of governance that influence board engagement and activities. This paper proposes a conceptual framework to guide empirical research examining the work of board and senior management in governing healthcare quality. To generate this framework, existing conceptual approaches and key constructs influencing effectiveness are identified in the governance literature. Commonalities between governance and team effectiveness literature are mapped and suggest a number of key constructs in the team effectiveness literature are applicable to, but not yet fully explored, within the governance literature. From these we develop a healthcare governance conceptual framework encompassing both literatures, that outlines input and mediating factors influencing governance. The mapping process highlights gaps in research related to board dynamics and external influences that require further investigation. Organizing the multiple complex factors that influence governance of healthcare quality in a conceptual framework brings a new perspective to structuring theory-led research and informing future policy initiatives.

Suggested Citation

  • Brown, Alison & Dickinson, Helen & Kelaher, Margaret, 2018. "Governing the quality and safety of healthcare: A conceptual framework," Social Science & Medicine, Elsevier, vol. 202(C), pages 99-107.
    • Handle: RePEc:eee:socmed:v:202:y:2018:i:c:p:99-107
    DOI: 10.1016/j.socscimed.2018.02.020
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    References listed on IDEAS

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    1. G. Tyge Payne & George S. Benson & David L. Finegold, 2009. "Corporate Board Attributes, Team Effectiveness and Financial Performance," Journal of Management Studies, Wiley Blackwell, vol. 46(4), pages 704-731, June.
    2. Gavin J. Nicholson & Geoffrey C. Kiel, 2007. "Can Directors Impact Performance? A case‐based test of three theories of corporate governance," Corporate Governance: An International Review, Wiley Blackwell, vol. 15(4), pages 585-608, July.
    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.
    4. Botje, Daan & Klazinga, Niek S. & Wagner, Cordula, 2013. "To what degree is the governance of Dutch hospitals orientated towards quality in care? Does this really affect performance?," Health Policy, Elsevier, vol. 113(1), pages 134-141.
    5. Chris Cornforth, 2001. "What Makes Boards Effective? An examination of the relationships between board inputs, structures, processes and effectiveness in non‐profit organisations," Corporate Governance: An International Review, Wiley Blackwell, vol. 9(3), pages 217-227, July.
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    Cited by:

    1. Brouwers, Jonas & Cox, Bianca & Van Wilder, Astrid & Claessens, Fien & Bruyneel, Luk & De Ridder, Dirk & Eeckloo, Kristof & Vanhaecht, Kris, 2021. "The future of hospital quality of care policy: A multi-stakeholder discrete choice experiment in Flanders, Belgium," Health Policy, Elsevier, vol. 125(12), pages 1565-1573.
    2. De Regge, Melissa & Eeckloo, Kristof, 2020. "Balancing hospital governance: A systematic review of 15 years of empirical research," Social Science & Medicine, Elsevier, vol. 262(C).
    3. Casha, Annalise & Casha, Ramon & Azzopardi Muscat, Natasha, 2020. "Moving health professionals as an alternative to moving patients: The contribution of overseas visiting medical specialists to the health system in Malta," Health Policy, Elsevier, vol. 124(5), pages 519-524.

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    Keywords

    Healthcare; Governance; Quality; Team;
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