| Clinical leadership and hospital performance: assessing the evidence base F Sarto, G Veronesi BMC health services research 16 (2), 85-97, 2016 | 199 | 2016 |
| Clinicians on the board: what difference does it make? G Veronesi, I Kirkpatrick, F Vallascas Social science & medicine 77, 147-155, 2013 | 178 | 2013 |
| Clinical leadership and the changing governance of public hospitals: implications for patient experience G Veronesi, I Kirkpatrick, A Altanlar Public Administration 93 (4), 1031-1048, 2015 | 67 | 2015 |
| The impact of management consultants on public service efficiency I Kirkpatrick, AJ Sturdy, NR Alvarado, A Blanco-Oliver, G Veronesi Policy & Politics 47 (1), 77-95, 2019 | 63 | 2019 |
| Does clinical management improve efficiency? Evidence from the English National Health Service G Veronesi, I Kirkpatrick, F Vallascas Public Money & Management 34 (1), 35-42, 2014 | 60 | 2014 |
| Board heterogeneity and organisational performance: The mediating effects of line managers and staff satisfaction A Blanco-Oliver, G Veronesi, I Kirkpatrick Journal of Business Ethics 152 (2), 393-407, 2018 | 44 | 2018 |
| Credit risk in the microfinance industry: The role of gender affinity A Blanco-Oliver, N Reguera-Alvarado, G Veronesi Journal of Small Business Management, 1-32, 2021 | 38 | 2021 |
| Patient and public participation in the English NHS: an assessment of experimental implementation processes G Veronesi, K Keasey Public Management Review 17 (4), 543-564, 2015 | 38 | 2015 |
| Corporatisation and the emergence of (under-managered) managed organisations: The case of English public hospitals I Kirkpatrick, A Altanlar, G Veronesi Organization Studies 38 (12), 1687-1708, 2017 | 37 | 2017 |
| Lessons from the Northern Rock affair K Keasey, G Veronesi Journal of Financial Regulation and Compliance, 2008 | 34 | 2008 |
| Are public sector managers a “bureaucratic burden”? The case of english public hospitals G Veronesi, I Kirkpatrick, A Altanlar Journal of Public Administration Research and Theory 29 (2), 193-209, 2019 | 29 | 2019 |
| A (new) model of board of directors: evidence from the National Health Service G Veronesi, K Keasey International Journal of Public Sector Management 25 (4), 272-286, 2012 | 28 | 2012 |
| The Management Consultancy Effect: Demand Inflation And Its Consequences In The Sourcing Of External Knowledge A Sturdy, I Kirkpatrick, N Reguera, A Blanco, G Veronesi Public Administration, 2020 | 27 | 2020 |
| Corporate governance “bundles” and firm acquisitiveness E Panayi, K Bozos, G Veronesi Corporate Governance 29 (4), 402-426, 2021 | 25 | 2021 |
| Business Experts on Public Sector Boards: What Do They Contribute? I Kirkpatrick, F Vallascas, G Veronesi Public Administration Review 77 (5), 754-765, 2017 | 25 | 2017 |
| National Health Service boards of directors and governance models G Veronesi, K Keasey Public Management Review 13 (6), 861-885, 2011 | 22 | 2011 |
| Collegiality as political work: Professions in today’s world of organizations JL Denis, G Veronesi, C Régis, S Germain Journal of Professions and Organization 6 (3), 323-341, 2019 | 21 | 2019 |
| NHS boards: knowing the ‘what’but not the ‘how’ G Veronesi, K Keasey Public Money & Management 30 (6), 363-370, 2010 | 20 | 2010 |
| Organizing professionals and their impact on performance: the case of public health doctors in the Italian SSN F Sarto, G Veronesi, I Kirkpatrick Public Management Review 21 (7), 1029-1051, 2019 | 17 | 2019 |
| Exploring regionalism in public management reforms: the case of the Italian hospital sector F Sarto, G Veronesi, I Kirkpatrick, C Cuccurullo Policy & Politics 44 (4), 525-545, 2016 | 17 | 2016 |
Ian KirkpatrickProfessor of Public Management, University of YorkVerified email at york.ac.uk
