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dc.contributor.authorSheaff, WRen
dc.contributor.authorEndacott, Ren
dc.contributor.authorJones, Ren
dc.contributor.authorWoodward, Ven
dc.date.accessioned2015-10-16T08:44:16Z
dc.date.available2015-10-16T08:44:16Z
dc.date.issued2015-10-15en
dc.identifier.issn1472-6963en
dc.identifier.other470en
dc.identifier.urihttp://hdl.handle.net/10026.1/3655
dc.descriptionResearch funded by Burdett Foundationen
dc.description.abstract

Background National Health Service (NHS) trusts, which provide the majority of hospital and community health services to the English NHS, are increasingly adopting a ‘public firm’ model with a board consisting of executive directors who are trust employees and external non-executives chosen for their experience in a range of areas such as finance, health care and management. In this paper we compare the non-executive directors’ roles and interests in, and contributions to, NHS trust boards’ governance activities with those of executive directors; and examine non-executive directors’ approach to their role in board meetings. Methods Non-participant observations of three successive trust board meetings in eight NHS trusts (primary care trusts, foundation trusts and self-governing (non-foundation) trusts) in England in 2008–9. The observational data were analysed inductively to yield categories of behaviour reflecting the perlocutionary types of intervention which non-executive directors made in trust meetings. Results The observational data revealed six main perlocutionary types of questioning tactic used by non-executive directors to executive directors: supportive; lesson-seeking; diagnostic; options assessment; strategy seeking; and requesting further work. Non-executive board members’ behaviours in holding the executive team to account at board meetings were variable. Non-executive directors were likely to contribute to finance-related discussions which suggests that they did see financial challenge as a key component of their role. Conclusions The pattern of behaviours was more indicative of an active, strategic approach to governance than of passive monitoring or ‘rubber-stamping’. Nevertheless, additional means of maintaining public accountability of NHS trusts may also be required.

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dc.format.extent1 - 1 (10)en
dc.language.isoenen
dc.subjectcorporate governanceen
dc.subjectclinical governanceen
dc.subjectNon-executive directorsen
dc.subjectInteraction between directorsen
dc.subjectperlocutionen
dc.titleInteraction between non-executive and executive directors in English National Health Service trust boards: an observational studyen
dc.typeJournal Article
plymouth.volume15en
plymouth.publisher-urlhttp://www.biomedcentral.com/1472-6963/15/470en
plymouth.publication-statusPublisheden
plymouth.journalBMC Health Services Researchen
dc.identifier.doi10.1186/s12913-015-1127-2en
plymouth.organisational-group/Plymouth
plymouth.organisational-group/Plymouth/00 Groups by role
plymouth.organisational-group/Plymouth/00 Groups by role/Academics
plymouth.organisational-group/Plymouth/Faculty of Business
plymouth.organisational-group/Plymouth/Faculty of Business/Plymouth Business School
plymouth.organisational-group/Plymouth/Faculty of Health and Human Sciences
plymouth.organisational-group/Plymouth/Faculty of Health and Human Sciences/School of Nursing and Midwifery
plymouth.organisational-group/Plymouth/REF 2021 Researchers by UoA
plymouth.organisational-group/Plymouth/REF 2021 Researchers by UoA/UoA03 Allied Health Professions, Dentistry, Nursing and Pharmacy
plymouth.organisational-group/Plymouth/REF 2021 Researchers by UoA/UoA20 Social Work and Social Policy
plymouth.organisational-group/Plymouth/Research Groups
plymouth.organisational-group/Plymouth/Research Groups/Institute of Health and Community
dcterms.dateAccepted2015-10-15en
dc.rights.embargoperiodNo embargoen
rioxxterms.versionofrecord10.1186/s12913-015-1127-2en
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserveden
rioxxterms.licenseref.startdate2015-10-15en
rioxxterms.typeJournal Article/Reviewen


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