Skip to main navigation menu Skip to main content Skip to site footer

Saggi

No. 121 (2022)

Elements of performance governance in healthcare services: Some empirical evidence on the state of the art in Apulian healthcare

DOI
https://doi.org/10.3280/mesa2022-121oa13857
Submitted
maggio 25, 2022
Published
2022-09-16

Abstract

The performance governance model, which involves the use of performance information to improve health governance, is particularly complex, considering inter-institutional relations and community involvement. In order to contribute to the scientific debate on this issue, the present work aims to outline the state of the art of some elements of performance governance in Apulian healthcare by using the methodology of multiple case studies. The analysis carried out leads to the conclusion that Apulian healthcare, if on the one hand, is still to be considered far from a performance governance model, on the other hand, it highlights some preparatory factors.
Finally, this work highlights some potential risks of the model under investigation that allow to identify corresponding further lines of research.

References

  1. Bevir M., Rhodes R.A.W., Weller P. (2003). Traditions of Governance: Interpreting the Changing Role of the Public Sector in Comparative and Historical Perspective. Public Administration, 81: 1-17.
  2. Borgonovi E. (1996). Principi e sistemi aziendali per le amministrazioni pubbliche. Milano: Egea (I ed.).
  3. Borgonovi E. (2005). Principi e sistemi aziendali per le amministrazioni pubbliche. Milano: Egea (V ed.).
  4. Borgonovi E., Anessi-Pessina E., Bianchi C. (2018a). Outcome-Based Performance Management in the Public Sector. Cham: Springer.
  5. Borgonovi E., Adinolfi P., Palumbo R., Piscopo G. (2018b). Framing the Shade of Sustainability in Health Care: Pitfalls and Perspectives from Wester EU Countries. Sustainability, 10(12): 4439-4459.
  6. Bouckaert G., Halligan J. (2007). Managing performance: International comparisons. London: Routledge.
  7. Bouckaert G., Halligan J. (2008). Comparing Performance across Public Sectors. In: Van Dooren W., Van de Walle S. (Eds). Performance Information in the Public Sector. Basingstoke: Palgrave MacMillan.
  8. Brusati L., Fedele P., Ianniello M., Iacuzzi S. (2018). Outcome-Based Performance Management in the Public Sector: What Role for Inter-organizational ICT Networks?. In: Borgonovi E., Anessi-Pessina E., Bianchi C. (Eds.). Outcome-Based Performance Management in the Public Sector. Cham: Springer, pp. 161-177.
  9. Callahan K. (2007). Elements of Effective Governance: Measurement, Accountability and Participation. Boca Raton: Taylor and Francis.
  10. Casalini F., Seghieri C., Emdin M., Nuti S. (2017). Nuovi strumenti di management per la gestione integrata dei percorsi assistenziali dei pazienti cronici. Mecosan, 102: 35-59.
  11. Cashin C. (2014). New Zealand: Primary Health Organization Performance Programme. In: Cashin C., Chi Y. L., Smith P., Borowitz M., Thomson S. (Editors). Paying for Performance in Healthcare: Implications for Health System Performance and Accountability. New York: New York Open University Press, pp. 173-188.
  12. Cepiku D., Conte A., D’Adamo A. (2010). La valutazione multi-livello delle performance dei network di interesse generale. Analisi di due casi studio in sanità. Mecosan, 19(75): 23-41.
  13. Cepiku D., Giordano F., Magi A., Aloisantoni E. (2020). Dall’ospedale alla co-produzione collettiva: come attivare la comunità per il contrasto al Covid-19. Mecosan, 113: 279-289.
  14. Conaty F.J. (2012). Performance management challenges in hybrid NPO/ public sector settings – an Irish case. International Journal of Productivity and Performance Management, 61(3): 290-309.
  15. Davies H.T.O, Nutley S.M., Smith P.C. (2000). What Works? Evidence-Based Policy and Practice in Public Services. London: The Policy Press.
  16. De Bruijn H. (2007). Managing Performance in the Public Sector. London: Routledge.
  17. Dutil P., Howard C., Langford J., Roy J. (2010). The Service State: Rhetoric, Reality and Promise. Ottawa: University of Ottawa Press.
  18. Halligan J., Sarrico C.S., Rhodes M.L. (2012). On the roads of the public performance in the public domain?. International Journal of Productivity and Performance Management, 61(3): 224-234.
  19. Hawke L. (2012). Australian public sector performance management: success or stagnation?. International Journal of Productivity and Performance Management, 61(3): 310-328.
  20. Henman P. (2016). Performing the state: the socio-political dimensions of performance measurement in policy and public services. Policy Studies, 37(6): 499-507.
  21. Hood C. (1995). The New Public Management in the 1980s: Variations on a Theme. Accounting Organizations and Society, 20(2/3): 93-109.
  22. Locatelli W., Testi A., Ansaldi F., Giachello M., Panero C., Tisa V., Trucchi C. (2019). Governance delle reti sanitarie: i Dipartimenti Inter-Aziendali Regionali (DIAR) nel nuovo sistema sanitario ligure. Mecosan, 109: 57-81.
  23. Macinati M.S., Rizzo M.G., D’Agostino G. (2014). Partecipazione al processo di budget, accuratezza e utilità delle informazioni di budget e performance. I risultati di un caso di studio. Mecosan, 92: 55-75.
  24. Martinsen D.S., Vrangbaek K. (2008). The Europeanization of health care governance: implementing the market imperatives of Europe. Public Administration, 86(1): 169-184.
  25. Nuti S., Vola F., Bonini A., Vainieri M. (2016). Making governance work in the health care sector: the evidence from a “natural experiment” in Italy. Health Economy, Policy and Law, 11(1): 17-38.
  26. Osborne S.P. (2006). The New Public Governance?. Public Management Review, 8(3): 377-387.
  27. Poister T.H. (2010). The Future of Strategic Planning in the Public Sector: Linking strategic Management and Performance. Public Administration Review, 70(Special Issue): s246-s254.
  28. Pollitt C., Bouckaert G. (2002). La riforma del management pubblico. Milano: Università Bocconi Editore.
  29. Radin B.A. (2006). Challenging the Performance Movement: Accountability, Complexity, and Democratic Values. Washington D.C.: Georgetown University Press.
  30. Radnor Z., McGuire M. (2004). Performance management in the public sector: fact or fiction?. International Journal of Productivity and Performance Management, 53(3): 245-260.
  31. Ramadass S.D., Sambasivan M., Xavier J.A. (2018). Collaboration outcomes in a public sector: impact of governance, leadership, interdependence and relational capital. Journal of Management and Governance, 22: 749-771.
  32. Solesbury W. (2001). Evidence Based Policy: Whence it Came and Where It’s Going. London: ESRD UK Centre for Evidence-Based Policy and Practice.
  33. Spano A., Aroni A. (2018). Organizational Performance in the Italian Health care Sector. In: Borgonovi E., Anessi-Pessina E., Bianchi C. (Eds.). Outcome-Based Performance Management in the Public Sector. Cham: Springer, pp. 25-43.
  34. Tenbensel T., Burau V. (2017). Contrasting approaches to Primary Care Performance Governance in Denmark and New Zealand. Health Policy, 121(8): 853-861.
  35. Van Dooren W. (2008). Nothing New Under the Sun? Change and Continuity in the Twentieth-Century Performance Movements. In: Van Dooren W., Steven Van de Walle. Performance information in the Public Sector. London: Palgrave-Macmillan.
  36. Van Dooren W., Bouckaert G., Halligan J. (2015). Performance Management in the Public Sector (2nd Edition). London: Routledge.
  37. Yin R.K. (2009). Case Study Research. Design and Methods. Thousand Oaks: SAGE.

Metrics

Metrics Loading ...