Professor Gianluca Veronesi

Professor Gianluca Veronesi

Professor Gianluca Veronesi
Professor in Healthcare Management

3.10 (Howard House),
Howard House, Queen's Avenue, Bristol
BS8 1SN
(See a map)

gianluca.veronesi@bristol...

Telephone Number (0117) 39 40525

Department of Management

Healthcare Management

Personal profile

Gianluca has joined the Department of Management as a new professor with research and teaching interests in the field of healthcare management. Before joining the University of Bristol, he was a member of Leeds University Business School for ten years. He holds a PhD from the University of Leeds and, prior to that, he successfully completed a First Class Honours Degree in Law and Economics at the University of Trento (Italy) and a Master in Business Administration with Distinction at Leeds University Business School.

Gianluca has developed a number of postgraduate and executive courses and has held associated programme directorship positions. He also has working experience in the legal and banking sectors. His current research interests are predominantly in the governance of healthcare organisations around issues of board of directors’ role and effectiveness, management structures and functions, clinical leadership and organisational performance. His research has been supported by the Economic and Social Research Council (ESRC), the Northern Leadership Academy (NLA), the Centre for Innovation in Health and Management (CIHM) and the World University Network (WUN). He is currently involved in a NIHR funded project focused on quality of care and efficiency in care homes. He publishes in leading journals and has presented and discussed his findings with academics, policy makers and practitioners.

Research

Healthcare Management

Public Management

Governance

Gianluca's research focuses on public sector management, predominantly on the healthcare sector. He has explored the relationship between governance and organisational performane, the role and contribution of human capital, and the antecedents and consequences of management structures and characteristics. His preferred methodological approach is quantitative.

Fields of interest

Healthcare Management, Public Management, Governance




Latest publications

  1. Veronesi, G, Kirkpatrick, I & Vallascas, F, 2017, ‘Business Experts on Public Sector Boards: What Do They Contribute?’. Public Administration Review, vol 77., pp. 754-765
  2. Veronesi, G, Kirkpatrick, I & Altanlar, A, 2017, ‘Corporatisation and the Emergence of (Under-Managered) Managed Organisations: The Case of English Public Hospitals’. Organization Studies.
  3. Veronesi, G, Kirkpatrick, I, Sarto, F & Cuccurullo, C, 2016, ‘Exploring regionalism in public management reforms: the case of the Italian hospital sector’. Policy & Politics, vol 44., pp. 525-545
  4. Sarto, F & Veronesi, G, 2016, ‘Clinical leadership and hospital performance: assessing the evidence base’. BMC Health Services Research, vol 16.
  5. Veronesi, G, Kirkpatrick, I & Blanco-Oliver, A, 2016, ‘Board Heterogeneity and Organisational Performance: The Mediating Effects of Line Managers and Staff Satisfaction’. Journal of Business Ethics.
  6. Veronesi, G & Keasey, K, 2015, ‘Patient and Public Participation in the English NHS: An assessment of experimental implementation processes’. Public Management Review, vol 17., pp. 543-564
  7. Veronesi, G, Kirkpatrick, I & Altanlar, A, 2015, ‘CLINICAL LEADERSHIP AND THE CHANGING GOVERNANCE OF PUBLIC HOSPITALS: IMPLICATIONS FOR PATIENT EXPERIENCE’. Public Administration., pp. 1031-1048
  8. Veronesi, G, Kirkpatrick, I, Hartley, K & Kuhlmann, E, 2015, ‘Clinical management and professionalism’. in: E Kuhlmann, I Bourgeault, C Wendt, R Blank (eds) The Palgrave International Handbook of Healthcare Policy and Governance. Palgrave McMillan
  9. Veronesi, G, Kirkpatrick, I & Vallascas, F, 2015, ‘Board human capital, business expertise and the performance of public service organizations’. Academy of Management Proceedings.
  10. Veronesi, G, Harley, K, Short, SD & Dugdale, P, 2014, ‘Governance, transparency and alignment in the Council of Australian Governments (COAG) 2011 National Health Reform Agreement’. Australian Health Review, vol 38.
  11. Veronesi, G, Kirkpatrick, I & Vallascas, F, 2013, ‘Clinicians on the board: What difference does it make?’. Social Science Med, vol 77., pp. 147-155
  12. Veronesi, G, Kirkpatrick, I & Vallascas, F, 2013, ‘Does clinical management improve efficiency? Evidence from the English National Health Service’. Public Money and Management., pp. 35-42
  13. Veronesi, G & Keasey, K, 2013, ‘The voice of patients and the public in the National Health Service: Issues of implementation’. in: L Gnan, A Hinna, F Monteduro (eds) Studies in public and non-profit governance. Emerald Group Publishing Ltd.
  14. Veronesi, G & Keasey, K, 2012, ‘The Significance and Implications of Being a Subprime Homeowner in the UK’. Environment and Planning A, vol 44., pp. 1502-1522
  15. Veronesi, G & Keasey, K, 2011, ‘A (new) model of board of directors: evidence from the National Health Service’. International Journal of Public Sector Management, vol 25., pp. 272-286
  16. Veronesi, G & Keasey, K, 2011, ‘National Health Service Boards of Directors and Governance Models’. Public Management Review, vol 13., pp. 861-885
  17. Veronesi, G & Keasey, K, 2010, ‘NHS boards: knowing the ‘what’ but not the ‘how’’. Public Money and Management., pp. 363-370
  18. Veronesi, G, 2009, ‘Dynamic models of chairmanship and board effectiveness’. in: GP Clarckson (eds) Developing Leadership Research. Leeds University Press
  19. Veronesi, G & Keasey, K, 2008, ‘Lessons from the Northern Rock affair’. Journal of Financial Regulation and Compliance, vol 16., pp. 8-18

Full publications list in the University of Bristol publications system

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