Free Standard AU & NZ Shipping For All Book Orders Over $80!
Register      Login
Journal of Primary Health Care Journal of Primary Health Care Society
Journal of The Royal New Zealand College of General Practitioners
RESEARCH ARTICLE (Open Access)

General practice: balancing business and care

Fiona Doolan-Noble 1 , Carol Atmore 1 , Richard Greatbanks 2
+ Author Affiliations
- Author Affiliations

1 Department of General Practice and Rural Health, Dunedin School of Medicine, New Zealand

2 Department of Management, Otago Business School, New Zealand

Correspondence to: Fiona Doolan-Noble, Department of General Practice and Rural Health, Dunedin School of Medicine, New Zealand. Email: fiona.doolan-noble@otago.ac.nz

Journal of Primary Health Care 8(3) 193-195 https://doi.org/10.1071/HC15912
Published: 27 September 2016

Journal Compilation © Royal New Zealand College of General Practitioners 2016.
This is an open access article licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.


References

[1]  Kendall J, Knapp M. A Loose and baggy monster: boundaries, definitions and typologies. In Davis Smith X, Rochester X, Hedley X, eds. An introduction to the voluntary sector. London: Routledge; 1995. p. 66–95.

[2]  Maier F, Meyer M, Steinbereithne M.. Nonprofit organizations becoming business-like: a systematic review. Nonprofit and Voluntary Sector Quarterly 2016; 45 64–86.
Nonprofit organizations becoming business-like: a systematic review.Crossref | GoogleScholarGoogle Scholar |

[3]  Billis D, editor. Hybrid organizations and the third sector: challenges for practice, theory and policy. Hampshire, UK: Palgrave Macmillan; 2010.

[4]  Wright-St Clair RE. A history of general practice and of the Royal New Zealand College of General Practitioners. Wellington: The Royal New Zealand College of General Practitioners; 1989.

[5]  Malcolm L, Wright L, Barnett P. The development of primary care organisations in New Zealand. A review undertaken for Treasury and the Ministry of Health. Wellington, New Zealand: Ministry of Health; 1999.

[6]  Thorlby R, Smith J, Barnett P, Mays N. Primary care for the 21st century. Learning from New Zealand’s independent practitioner associations. London: Nuffield Trust; 2012.

[7]  Ministry of Health. Better, sooner, more convenient health care in the community. Wellington: Ministry of Health NZ; 2011.

[8]  Graban M. Lean hospitals: improving quality, patient safety, and employee satisfaction. New York: CRC Press; 2011.

[9]  Doolan-Noble F, Lyndon M, Hau S,, et al. How well does your healthcare system perform? Tracking progress towards the triple aim using system level measures. N Z Med J. 2015; 128 44–50.
| 26117512PubMed |

[10]  Timmins N, Ham C. The quest for integrated health and social care: a case study in Canterbury, New Zealand. London: The King’s Fund; 2013.

[11]  Gauld R. What should governance for integrated care look like? New Zealand’s alliances provide some pointers. Med J Aust. 2014; 201 S67–8.
What should governance for integrated care look like? New Zealand’s alliances provide some pointers.Crossref | GoogleScholarGoogle Scholar | 25047886PubMed |

[12]  Australian Government Department of Health and Ageing. State of corporatisation. A report on the corporatisation of general practices in Australia. Medicare Financing and Analysis Branch Department of Health and Ageing February 2012. [cited 2016 June 27]. Available from: http://www.health.gov.au/

[13]  Millar R. Social enterprise in health organisation and management: hybridity or homogeneity? J Health Organ Manag. 2012; 26 143–8.
Social enterprise in health organisation and management: hybridity or homogeneity?Crossref | GoogleScholarGoogle Scholar | 22856172PubMed |

[14]  Manville G, Greatbanks R, Wainwright T, Broad M. Visual performance management in housing associations: a crisis of legitimation or the shape of things to come? Public Money Manag. 2016; 36 105–12.
Visual performance management in housing associations: a crisis of legitimation or the shape of things to come?Crossref | GoogleScholarGoogle Scholar |

[15]  Midlands Health Network. Integrated Family Health Centres. Putting the patient at the centre of primary care. Hamilton: Midlands Health Network; 2011.

[16]  Mann R, Grigg N. Helping the Kiwi to fly: creating world-class organizations in New Zealand through a benchmarking initiative. Total Qual Manage Bus Excell. 2004; 15 707–18.
Helping the Kiwi to fly: creating world-class organizations in New Zealand through a benchmarking initiative.Crossref | GoogleScholarGoogle Scholar |

[17]  Moore D, Drew R, Love T, Whelan C. Discussion point 27, page 13; Southern District Health Board Strategic Services Plan. Wellington, New Zealand: SAPERE Research Group; 2016.