Political board’s contribution to strategic management: a case study

Abstract

This study examines the support, control and strategic functions of an executive hospital political board from the perspective of how institutionalised internal procedures influence board functions. Board members and leading hospital managers were interviewed about politicians’ ways of working, managers’ preparation of decision issues and board work under the presidency model. The politicians strengthened the decision-making processes by requesting additional supporting documents, and by defending the hospital from public criticism. However, the board exercises weak strategic and control functions; it absorbs the responsibilities of the hospital managers and the upper political levels as it reaffirms its executive authority. Nonetheless, the study suggests that abolishing or replacing the board with a non-political board may not improve organisational governance. The study gives insights in politicians’ contribution to strategic public management, an aspect lacking in existing literature.