A sociological ethnographic study of clinical governance implementation in one NHS hospital trust

Staniland, K

Abstract

Purpose – This study aims to give an account of how stakeholders in one NHS Hospital Trust
responded to the clinical governance initiative, the effects on quality improvement and the practical
accomplishment of legitimacy.
Design/methodology/approach – Sociological new institutionalism theory was utilised to explain
the political and ceremonial conformity that marked the clinical governance process. A case study was
employed using ethnographic methods. The qualitative data were obtained by documentary analysis,
observation of meetings and ward activity and 28 semi-structured interviews. A grounded theory
approach was adopted in the analysis of the interviews.
Findings – Errors and inconsistencies were found in Trust documentation and reporting systems
were poor. In practice clinical governance was inadequately understood and the corporate goals not
shared. Nevertheless, during the same period the Trust obtained recognition for having appropriate
structures and systems in place resulting in external legitimacy.
Research limitations/implications – The results only relate to the Trust considered but the study
has identified that, although the organization responded to isomorphic governmental pressures in the
production of appropriate institutional documentation, the impact of clinical governance to improve
the quality in practice was found to be inconsistent.
Practical implications – The Trust promoted and endorsed clinical governance success but the
lack of organizational processes and knowledge management equally promoted its failure by denying
the resources to implement the desired actions.
Originality/value – Whilst the study identified that clinical governance had been a “ceremonial
success”, it is argued that the practical accomplishment in the improvement of quality of care for
patients will remain a paper exercise until organizational and practice issues are addressed.
Keywords Clinical governance, Organizational effectiveness, National Health Service,
Medical management, Enthography, United Kingdom

Citation

Staniland, K. (2009). A sociological ethnographic study of clinical governance implementation in one NHS hospital trust. Clinical Governance, 14(4), 271-280. https://doi.org/10.1108/14777270911007782

• Journal Article Type: Article
• Publication Date: Jan 1, 2009
• Deposit Date: May 6, 2011
• Journal: Clinical Governance: An International Journal
• Print ISSN: 1477-7274
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 14
• Issue: 4
• Pages: 271-280
• DOI: https://doi.org/10.1108/14777270911007782
• Publisher URL: http://dx.doi.org/10.1108/14777270911007782