Public Accountability and Health Care Governance: Public Management Reforms Between Austerity and Democracy PDF
Preview Public Accountability and Health Care Governance: Public Management Reforms Between Austerity and Democracy
PUBLIC MANAGEMENT REFORMS BETWEEN AUSTERITY AND DEMOCRACY PUBLIC ACCOUNTABILITY AND HEALTH CARE GOVERNANCE EDITED BY PAOLA MATTEI Public Accountability and Health Care Governance Paola Mattei Editor Public Accountability and Health Care Governance Public Management Reforms Between Austerity and Democracy Editor Paola Mattei St Antony’s College University of Oxford Oxford , UK ISBN 978-1-137-47298-4 ISBN 978-1-137-47299-1 (eBook) DOI 10.1057/978-1-137-47299-1 Library of Congress Control Number: 2016937365 © The Editor(s) (if applicable) and The Author(s) 2 016 The author(s) has/have asserted their right(s) to be identifi ed as the author(s) of this work in accordance with the Copyright, Design and Patents Act 1988. This work is subject to copyright. 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London C ONTENTS Public Management Reforms and Their Impact on Democratic Processes 1 Paola Mattei German Healthcare in Transition: Global Pressures, Governance and Public Wellbeing 13 Patricia Hogwood Hospital Planning in a Competitive Arena: Sustaining or Suspending Market Forces? 37 Tanja Klenk Marketization and Accountability: Lessons from the Reforming Norwegian Healthcare System 65 Simon Neby From Demigods in White to Normal Employees: Employment Relations and New Incentive Structures in German Hospitals 91 Maximiliane Wilkesmann v vi CONTENTS Accountability in Multilevel Health Care Services: The Case of Norway 115 Haldor Byrkjefl ot, Tom Christensen, and Per Lægreid Organ Transplant Policies and Cultural Worldviews 147 Paola Mattei From “Major Decisions” to “Everyday Life”: Direct Accountability to Clients 165 Thomas Schillemans, Hester van de Bovenkamp, and Margo Trappenburg Accountability and Shared Measurement in Health Care: Examples from Israel 193 Yehonatan Almog, Bruce Rosen, and Jack Habib Index 217 C ONTRIBUTORS Yehonatan Almog S ystem-wide Impact and Measurement Unit, Myers-JDC- Brookdale Institute , Jerusalem, Israel Hester van de Bovenkamp I nstitute of Health Policy & Management, Erasmus University , Rotterdam, The Netherlands Haldor Byrkenfl ot D epartment of Sociology and Human Geography, University of Oslo , Oslo, Norway Tom Christensen D epartment of Political Science, University of Oslo , Oslo, Norway Jack Habib The Executive Director of the Myers-JDC-Brookdale Institute , Jerusalem, Israel Patricia Hogwood D epartment of Politics and International Relations, University of Westminster , Westminster, UK Tanja Klenk D epartment of Social Work and Social Welfare, University of Kassel, Germany Per Laegreid D epartment of Administration and Organization Theory, U niversity of Bergen , Bergen , Norway Paola Mattei Associate Professor of Comparative Social Policy, St Antony’s College, University of Oxford , O xford, U K Simon Neby Uni Research, Stein Rokkan Centre for Social Studies , B ergen , N orway vii viii CONTRIBUTORS Bruce Rosen S mokler Center for Health Policy Research, Myers-JDC-Brookdale Institute , Jerusalem, Israel Thomas S chillemans F aculty of Law, Economics, and Governance, Utrecht University School of Governance , Utrecht, The Netherlands Margo Trappenburg F aculty of Law, Economics, and Governance, Utrecht University School of Governance , Utrecht, The Netherlands Maximiliane W ilkesmann F aculty of Business, Economics, and Social Sciences, TU Dortmund University , Dortmund, Germany L F IST OF IGURES Chapter 5 Figure 1 Total number of hospitals and hospitals’ ownership structures over time (compiled by the author) 94 Figure 2 Total number of hospitals and hospitals’ ownership structures over time (compiled by the author) 101 Figure 3 Trend in hip replacement surgery, selected OECD countries, 2000–2011 (or nearest year). 104 Figure 4 Attitudes among different generations of chief physicians (approval rating; 4 = agree and 5 = strongly agree) 106 Figure 5 Number of physicians in hospitals without direct employment relationship. 109 Chapter 8 Figure 1 Relative contribution of nine external stakeholders to public standing and image of the organization 179 Figure 2 Relative contribution of nine external stakeholders to “improving the quality of services” 181 Chapter 9 Figure1 From common indicators to shared measurement 196 ix
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