141
Views
13
CrossRef citations to date
0
Altmetric
Managing Knowledge Across Organizational and Professional Boundaries Within Public Services

Uses of Performance Metrics in Clinical and Managerial Networks

Pages 95-100 | Published online: 15 Mar 2010

References

  • Bourn , M. and Ezzamel , M. 1986 . Organizational culture in hospitals in the NHS . Financial Accountability and Management , 2 : 203 – 225 .
  • Broadbent , J. , Laughlin , R. and Shearn , D. 1992 . Recent financial and administrative changes in general practice: An unhealthy intrusion into medical autonomy . Financial Accountability and Management , 8 : 129 – 148 .
  • Camp , R. C. 1989 . Benchmarking—The Search for Industry's Best Practices that Lead to Superior Performance , Milwaukee : Quality Press .
  • Clarence , C. and Painter , E. 1998 . Public services under new Labour: Collaborative discourses and local networking . Public Policy and Administration , 13 : 8 – 22 .
  • Department of Health . 1997 . The New NHS: Modern and Dependable , London : The Stationery Office . Cm 3807
  • Department of Health . 1998a . The New NHS Modern and Dependable: A National Framework for Assessing Performance , Leeds : NHS Executive .
  • Department of Health . 1998b . The New NHS 1998 Reference Costs , Leeds : NHS Executive .
  • Department of Health . 1999 . The New NHS Performance Assessment Framework Wetherby
  • Elwood , S. 1996 . Full cost pricing rules within the NHS internal market—Accounting choices and the achievement of productive efficiency . Management Accounting Research , 7 : 25 – 51 .
  • Exworthy , M. , Powell , M. and Mohan , J. 1999 . The NHS: Quasi-market, quasi hierarchy, quasi-network . Public Money & Management , 14 ( 4 ) : 15 – 22 .
  • Fitzgerald , L. , Johnston , R. , Brignall , S. , Silvestro , R. and Voss , C. 1991 . Performance Measurement in Service Business , London : CIMA .
  • Guven , P. 2005 . Benchmarking in health services . Benchmarking: An International Journal , 12 ( 4 ) : 289 – 309 .
  • Health Service Circular . 1999 . Governance in the New NHS , Leeds : NHS Executive .
  • Jones , C. S. 1999a . Hierarchies, networks and management accounting in NHS hospitals . Accounting Auditing and Accountability , 12 ( 2 ) : 164 – 187 .
  • Jones , C. S. 1999b . Developing financial accountability in British acute hospitals . Financial Accountability and Management , 15 ( 1 ) : 1 – 20 .
  • Jones , C.S. and Dewing , I. P. 1997 . The attitudes of NHS clinicians and medical managers towards changes in accounting controls . Financial Accountability and Management , 13 ( 3 ) : 261 – 280 .
  • Jones , C. S. 2001 . Towards benchmarking in British acute hospitals . Health Service Management Research , 14 : 125 – 138 .
  • Jones , C. S. 2002 . The attitudes of British National Health Service managers and clinicians towards the introduction of benchmarking . Financial Accountability and Management , 18 ( 2 ) : 163 – 187 .
  • Kickert , W. , Klijn , E.-H. and Koppenjan , F. M. 1997 . Managing Complex Networks , London : Sage .
  • NCMO (National Casemix Office) . 1997 . Uses and Users of HRGs , Winchester : NHS Executive Headquarters .
  • NCMO (National Casemix Office) . 1998 . Health Benefit Groups Methodology , Winchester : NHS Executive Headquarters .
  • Painter , C. 1999 . Public service reform from Thatcher to Blair: A third way . Parliamentary Affairs , 52 : 94 – 112 .
  • Pettigrew , A. , Ferlie , E. and McKee , L. 1992 . Shaping Strategic Change , London : Sage Publications .
  • Salter , B. 1994 . Change in the British National Health Service: Policy, paradox and the rationing issue . International Journal of Health Services , 24 ( 1 ) : 45 – 72 .
  • Siegel , S. and Castellan , N. J. 1988 . Non-Parametric Statistics for the Behavioural Sciences , Singapore : McGraw-Hill Book Company .
  • Smith , P. 1995a . On the unintended consequences of publishing performance data in the public sector . International Journal of Public Administration , 18 : 277 – 310 .
  • Smith , P. 1995b . “ Outcome-related performance indicators and organizational controlling the public sector ” . In Performance Measurement and Evaluation , Edited by: Holloway , J. London : Sage .

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.