A full blooded market system: at what cost to the NHS?

Kirkpatrick, Ian; McCabe, Christopher

doi:10.1136/bmj.d3238

Cited by 3 publications

(2 citation statements)

References 9 publications

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“…Indeed, it is no exaggeration to say that history of the NHS since the 1980s is a story of one major reorganization after another. If anything, this process has intensified in recent years under the current coalition government, whose re-structuring of the NHS was described by one commentator as a "change so big it could be seen from space" (Kirkpatrick and McCabe, 2011). As a recent King's Fund report (Appelby et al, 2015) noted, the demands created by these complex changes have been immense and in the process this has generated increased demand for consulting advice (Oliver, 2014).…”

Section: Accounting For the Growth Of Management Consulting In Health Systemsmentioning

confidence: 99%

Inter-Organizational Networks in Health Care

Sheaff¹,

Schofield²

2016

Oxford Handbooks Online

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Inter-organizational networks have proliferated in health systems, as has network research, but coherent explanations relating the varieties of health network to their respective structures, activities and outcomes remain lacking. Focusing on their core productive processes and their governance structures, this chapter contrasts care networks with program networks. It compares these concepts with findings from some primary research on NHS health networks during 2005–10, and notes some implications for network theory and research. NHS networks’ dense, flat structures reflect these networks’ dual function as both care and as program networks. These findings are relevant to the “integrated care” networks developing in many health systems. The development of these networks appears, partly, to be a workaround for the obstacles that market and quasi-market health systems place in the way of coordinating complex care across multiple separate providers.

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