Physicians in management: A case study of their role in the governance structures in the French hospital boardroom

International Journal of Clinical Leadership

Volumn 17, Issue 2, 2011, Pages 103-109

  Laouer, Radhoine ^a  

^a University of Montesquieu Bordeaux IV   (France)

Author keywords

Board Processes; Governance; Physicians

Indexed keywords

ARTICLE; BOARD OF TRUSTEES; DECISION MAKING; FRANCE; HUMAN; INTEGRATION; LEADERSHIP; MEDICAL PRACTICE; MEDICAL SOCIETY; MEDICAL STAFF; MONITORING; PARTICIPATORY MANAGEMENT; PHYSICIAN ATTITUDE; PRIORITY JOURNAL; RESPONSIBILITY; SOCIAL STATUS;

EID: 79961059146     PISSN: 1757207X     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Article

References (24)

1. Alexander JA and Lee S-YD (2006) Does governance matter? Board configuration and performance in non-for-profit hospitals. Milbank Quarterly 84(4): 733-58.
2. Alexander JA and Weiner BJ (1998) The adoption of the corporate governance model by non-profit organizations. Nonprofit Management and Leadership 8(3):223-42.
3. Alexander JA, Morlock LL and Gifford B (1988) The effects of corporate restructuring on hospital policymaking. Health Services Research 23(2):311-37.
4. Alexander JA, Yining YE, Lee S-YD and Weiner J (2006) The effects of governing board configuration on profound organizational change in hospital. Journal of Health and Social Behavior 47:291-308.
5. Chin HT and Wai D (2001) Board structure, board process and performance: a review and research agenda. Journal of Comparative International Management 4(1).
6. Eeckloo K, Van Herck G, Van Hulle C and Vleugels A (2004) From corporate governance to hospital governance: authority, transparency and accountability of Belgian non-profit hospital's board and management. Health Policy 68(1):1-15.
7. Fama EF and Jensen MC (1983) Separation of ownership and control. Journal of Law and Economics 26(2):301-26.
8. HuseM(2007) Boards, Governance and Value Creation. New York: Cambridge University Press.
9. HuseM(2009) The Value Creating Board: Corporate Governance and Organizational Behavior. New York: Routledge.
10. Kaissi A (2005) Manager-physician relationships: an organizational theory perspective. Health Care Manager 24(2): 165-76.
11. Kane NM, Clark JR and Rivenson HL (2009) The internal processes and behavioral dynamics of hospital boards: an exploration of differences between high- and lowperforming hospitals. Health Care Management Review 34(1):80-91.
12. Leblanc R and Shwartz MS (2007) The black box of board process: gaining access to a difficult subject. Corporate Governance: An International Review 15(5):843-51.
13. Lee S-YD, Alexander JA, Wang V, Margolin FS and Combes JR (2008) An empirical taxonomy of hospital governing board roles. Health Services Research 43(4):1223-43.
14. MacLead B (1987) Behaviour and the organsiation of the firm. Journal of Comparative Economics 11(2): 207-20.
15. Molinari C, Alexander JA, Morlock L and Lyles CA (1995) Does the hospital need a doctor? The influence of physician board participation on hospital financial performance. Medical Care 33(2):170-85.
16. Ong CH and Wan D (2008) Three conceptual models of board role performance. International Journal of Effective Board Performance 8(3):317-29.
17. Scholten GRM and van der Grinten TED (2005) The integration of medical specialists in hospitals. Dutch hospitals and medical specialists on the road to joint regulation. Health Policy 72(2):165-73.
18. Schramko TD (2007) The characteristics of an effective physician-hospital working relationship: an exploratory study. Health Care Analysis 15(2):91-105.
19. ScottWR(1982) Managing professional work: three models of control for health organizations. Health Services Research 17(3):213-40.
20. Shortell SM (1989) New directions in hospital governance. Hospital and Health Services Administration 34(1):7-23.
21. Stiles P and Taylor B (2001) Board at Work: How Directors View their Roles and Responsibilities. New York: Oxford University Press.
22. Succi MJ and Alexander JA (1999) Physician involvement in management and governance: the moderating effects of staff structure and composition. Health Care Management Review 24(1):33-44.
23. Zahra SA and Pearce II JA (1989) Boards of directors and corporate financial performance: a review and integrative model. Journal of Management 15(2):291-334.
24. Zona F and Zattoni A (2007) Beyond the black box of demography: board processes and task effectiveness within Italian firms. Corporate Governance: An International Review 15(5):852-64.