Untitled

Pollitt, Christopher; Bathgate, Karen; Caulfield, Janice; Smullen, Amanda; Talbot, Colin

doi:10.1023/a:1012301400791

Cited by 60 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Crucially, unlike NICE, the ATHAPol merely reported (unsystematically) the mere fact of reporting a conflict of interest by an expert, without mentioning its nature, extent or commercial interests involved. More broadly, the challenges to transparency identified in AHTAPol's VAs, and to some extent in NICE's STA process, highlight two major concerns, familiar to students of delegation of authority to non-majoritarian institutions: the risk of their capture by private interests, and the uncertainty about the quality and efficiency of their work (Pollitt et al 2001, Bendor, Glazer, and Hammond 2001, Thatcher 2002. To prevent risks and suspicions of regulatory capture, HTA bodies (including NICE and the AHTAPol) introduce rules on conflicts of interest.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Transparency in practice: Evidence from ‘verification analyses’ issued by the Polish Agency for Health Technology Assessment in 2012–2015

Ozierański

Löblová

Nicholls

et al. 2018

HEPL

View full text Add to dashboard Cite

Transparency is recognised to be a key underpinning of the work of health technology assessment (HTA) agencies, yet it has only recently become a subject of systematic inquiry. We contribute to this research field by considering the Polish Agency for Health Technology Assessment (AHTAPol). We situate the AHTAPol in a broader context by comparing it with the National Institute for Health and Care Excellence (NICE) in England. To this end, we analyse all 332 assessment reports, called verification analyses, that the AHTAPol issued from 2012 to 2015, and a stratified sample of 22 Evidence Review Group reports published by NICE in the same period. Overall, by increasingly presenting its key conclusions in assessment reports, the AHTAPol has reached the transparency standards set out by NICE in transparency of HTA outputs. The AHTAPol is more transparent than NICE in certain aspects of the HTA process, such as providing rationales for redacting assessment reports and providing summaries of expert opinions. Nevertheless, it is less transparent in other areas of the HTA process, such as including information on expert conflicts of interest. Our findings have important implications for understanding HTA in Poland and more broadly. We use them to formulate recommendations for policymakers.

show abstract

Section: Conclusion and Discussionmentioning

confidence: 99%

Transparency in practice: Evidence from ‘verification analyses’ issued by the Polish Agency for Health Technology Assessment in 2012–2015

Ozierański

Löblová

Nicholls

et al. 2018

HEPL

View full text Add to dashboard Cite

show abstract

“…Examples of such public/private hybrid organisations are state-owned enterprises, agencies and other forms of quasi non-governmental organisations (or quangos) that not only operate at arm's length from their political masters but also undertake commercial activities on behalf of government, mixing them with their activities related to public interests (Bruton et al, 2015;Pollitt et al, , 2001van Thiel, 2000;Verhoest, 2011). Such hybrid organisations can be found in many countries (Billis, 2010b;Grohs, 2014;Grossi and Thomasson, 2015;Karré, 2011;Koppell, 2003;Kosar, 2011;Rhodes and Donnelly-Cox, 2014;Seidman, 1988) and are not a new phenomenon.…”

Section: Introductionmentioning

confidence: 99%

Hybrid organisations: between state and market

Karré¹

2020

Handbook on Hybrid Organisations

View full text Add to dashboard Cite

Government agencies are no longer the sole provider of public services. Governments make use of commercial companies for the provision of public services and public sector service providers are now also expected to embrace private sector management techniques, to become more outgoing and responsive and to engage in the market place. They now '(1) involve a variety of stakeholders, (2) pursue multiple and often conflicting goals and (3) engage in divergent or inconsistent activities' (Mair et al., 2015, p. 714). By doing so, they have become hybrid organisations, 'heterogeneous arrangements, characterized by mixtures of pure and incongruous origins, (ideal) types, "cultures", "coordination mechanisms", "rationalities", or "action logics"' (Brandsen et al., 2005, p. 750). These hybrid organisations include a mixture of the characteristics of societal sectors, different modes of governance and institutional logics.

show abstract

“…Different countries have chosen quite different models, ranging from integrated agencies, through semi-dependent agencies to rather independent agencies, where the potential influence of the professional group is highest. With the New Public Management reform wave, the tendency was towards 'agencification' with substantial agency autonomy; this became a fashionable reform template that has spread around the world (Pollitt, Bathgate, Caulfield, & Smullen, 2001). Agencies should have more managerial autonomy but not more policy autonomy, and managerial accountability should be strengthened without weakening political accountability (Laegreid, 2014).…”

Section: Introductionmentioning

confidence: 99%

The Demise of an Agency Director – A Puzzling Saga of Political Control and Professional Autonomy

Christensen

Lægreid

2020

International Journal of Public Administration

View full text Add to dashboard Cite

This article aims at addressing the relationship between expertise and politics by examining a reorganization process of Statistics Norway. The puzzle is why a minor reorganization with low political salience, in a consensus-oriented political administrative setting with high level of trust between ministries and agencies, and high autonomy for agencies ended up as a major conflict resulting in the resignation of the agency director. Based on an instrumental, a cultural and a symbolic perspective the article examines the internal and external dynamics ensuing from conflicting views regarding the balance between political control and professional autonomy, and from reorganization proposals that represented a break with the cultural path the organization had followed. It adds insights into the tensions between different types of institutional logics, resulting in institutional hybridity.

show abstract

Untitled

Cited by 60 publications

References 0 publications

Transparency in practice: Evidence from ‘verification analyses’ issued by the Polish Agency for Health Technology Assessment in 2012–2015

Transparency in practice: Evidence from ‘verification analyses’ issued by the Polish Agency for Health Technology Assessment in 2012–2015

Hybrid organisations: between state and market

The Demise of an Agency Director – A Puzzling Saga of Political Control and Professional Autonomy

Contact Info

Product

Resources

About