Abstract
UK healthcare organizations are undergoing progressive changes to become more flexible and cost-effective (Kernaghan, 2000). Recently, the government’s latest incarnation of New Public Management, ‘open public services’ (Cabinet Office, 2012), has articulated a shift from traditional organizational forms to a more indeterminate organizational landscape of shifting social and spatial relations (James and Manning, 1996; McNulty and Ferlie, 2004; Dunleavy et al., 2005). As a result, formulation and execution of public health policy occurs increasingly in complex networks featuring multiple, overlapping coordination between government, third sector organizations and the citizen/service user, so that ‘accountability… gets lost in the cracks of horizontal and hybrid governance’ (Ferlie et al., 2007: 240; also see Frolich, 2011). It is to an interrogation of accountability within such increasingly hybridized healthcare organizations that we address ourselves in this chapter.
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© 2015 Aris Komporozos-Athanasiou and Mark Thompson
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Komporozos-Athanasiou, A., Thompson, M. (2015). The Social Spaces of Accountability in Hybridized Healthcare Organizations. In: Waldorff, S.B., Pedersen, A.R., Fitzgerald, L., Ferlie, E. (eds) Managing Change. Organizational Behaviour in Health Care Series. Palgrave Macmillan, London. https://doi.org/10.1057/9781137518163_14
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DOI: https://doi.org/10.1057/9781137518163_14
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