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Public Money & Management Volume 19, 1999 - Issue 4
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Original Articles

Markets, Bureaucracy and Public Management: The NHS: Quasi-market, Quasi-hierarchy and Quasi-network?

Mark Exworthy London School of Economics and Political Science
,
Martin Powell University of Bath
&
John Mohan University of Portsmouth
Pages 15-22 | Published online: 15 Mar 2010

Citations (83)

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Mark Exworthy, Neil Lunt, Penelope Tuck & Rakesh Mistry. (2023) From commodification to entrepreneurialism: how commercial income is transforming the English NHS. Public Money & Management 0:0, pages 1-9.
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Rod Sheaff, Angela Ellis-Paine, Mark Exworthy, Rebecca Hardwick & Chris Q. Smith. (2023) Commodification and healthcare in the third sector in England: from gift to commodity—and back?. Public Money & Management 0:0, pages 1-10.
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Philip Begley. (2020) ‘The type of person needed is one possessing a wide humanity’: the development of the NHS national administrative training scheme. Contemporary British History 34:2, pages 228-250.
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Gemma Carey, Eleanor Malbon, Celia Green, Daniel Reeders & Axelle Marjolin. (2020) Quasi-market shaping, stewarding and steering in personalization: the need for practice-orientated empirical evidence. Policy Design and Practice 3:1, pages 30-44.
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Jonathan Hammond, Ewen Speed, Pauline Allen, Imelda McDermott, Anna Coleman & Kath Checkland. (2019) Autonomy, accountability, and ambiguity in arm’s-length meta-governance: the case of NHS England. Public Management Review 21:8, pages 1148-1169.
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Philipp Rode. (2019) Urban planning and transport policy integration: The role of governance hierarchies and networks in London and Berlin. Journal of Urban Affairs 41:1, pages 39-63.
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Tim Tenbensel. (2018) Bridging complexity theory and hierarchies, markets, networks, communities: a ‘population genetics’ framework for understanding institutional change from within. Public Management Review 20:7, pages 1032-1051.
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Külli Sarapuu & Veiko Lember. (2015) Coordination Through Contracting: Experience with the Estonian: out-of-hospital emergency medicine. Public Management Review 17:7, pages 1021-1039.
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John W. Raine & Huw Lloyd. (2013) Public Management Reform and the Regulation of Private Business: Risk-Driven, Customer-Centric, and All Joined-Up?. International Journal of Public Administration 36:10, pages 695-709.
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Paul Anand, Mark Exworthy, Francesca Frosini & Lorelei Jones. (2012) Autonomy and improved performance: lessons from an NHS policy reform. Public Money & Management 32:3, pages 209-216.
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Gianluca Veronesi & Kevin Keasey. (2011) National Health Service Boards of Directors and Governance Models. Public Management Review 13:6, pages 861-885.
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Tim Tenbensel. (2008) How do Governments Steer Health Policy? A Comparison of Canadian and New Zealand Approaches to Cost Control and Primary Health Care Reform. Journal of Comparative Policy Analysis: Research and Practice 10:4, pages 347-363.
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Pinar Guven-Uslu. (2006) Uses of Performance Metrics in Clinical and Managerial Networks. Public Money & Management 26:2, pages 95-100.
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Tim Tenbensel. (2005) Multiple modes of governance. Public Management Review 7:2, pages 267-288.
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Beth Kewell, Chris Hawkins & Ewan Ferlie. (2002) From 'Market Umpires' yo 'Relationship Managers'? The future of the NHS regional offices in a time of transition. Public Management Review 4:1, pages 3-22.
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