Professor Gianluca Veronesi

Professor Gianluca Veronesi

Professor Gianluca Veronesi
Professor in Healthcare Management

Howard House, Queen's Avenue, Bristol
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Telephone Number (0117) 39 40525

Department of Management

Healthcare Management

Personal profile

Gianluca is a Professor in Healthcare Management at the University of Bristol since September 2017. Before joining UoB, 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.

His research interests are predominantly in the governance and management of healthcare organisations. Specifically, he has investigated the role and effectiveness of hospitals governing boards, changes in the management structures and functions of healthcare organisations and their effects on the efficiency and effectiveness of healthcare provision, the impact of clinical leadership on hospital performance, and antecedents and implications of human capital for performance outcomes. Current projects include investigating the role of the medical profession in health reforms, antecedents and consequences of medical engagement and the impact of consulting advice usage on 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). Gianluca has developed a number of postgraduate and executive courses and has held associated programme directorship positions. He publishes in leading management-oriented journals and has presented and discussed his findings with academics, policy makers and practitioners. 

Gianluca accepts PhD candidancies that relate to his areas of interest.


Healthcare Management

Public Management


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 to the efficiency and effective of the service provided, and the antecedents and consequences of management structures and characteristics for hospital performance. He is particularly interested in the role of professionals in enanching quality and efficiency of healthcare provision. His preferred methodological approach is quantitative.

Fields of interest

Healthcare Management, Public Management, Governance

Latest publications

  1. Veronesi, G, Kirkpatrick, I & Altanlar, A, 2019, ‘Are Public Sector Managers a “Bureaucratic Burden”? The Case of English Public Hospitals’. Journal of Public Administration Research and Theory, vol 29., pp. 193-209
  2. Denis, J-L, Veronesi, G, Regis, C & Germain, S, 2019, ‘Collegiality as political work: Professions in today's world of organizations’. Journal of Professions and Organization.
  3. Kirkpatrick, I & Veronesi, G, 2019, ‘Researching Health Care Management Using Secondary Data’. in: Mike Saks, Judith Allsop (eds) Researching Health: Qualitative, Quantitative and Mixed Methods. SAGE Publications Ltd, London, pp. 359-385
  4. Sarto, F, Veronesi, G & Kirkpatrick, I, 2019, ‘Organizing professionals and their impact on performance: the case of public health doctors in the Italian SSN’. Public Management Review, vol 21., pp. 1029-1051
  5. Kirkpatrick, I, Sturdy, A, Alvarado, N, Blanco-Oliver, A & Veronesi, G, 2019, ‘The impact of management consultants on public service efficiency’. Policy and Politics, vol 47., pp. 77-95
  6. Kirkpatrick, I, Vallascas, F & Veronesi, G, 2017, ‘Business Experts on Public Sector Boards: What Do They Contribute?’. Public Administration Review, vol 77., pp. 754-765
  7. Kirkpatrick, I, Altanlar, A & Veronesi, G, 2017, ‘Corporatisation and the Emergence of (Under-Managered) Managed Organisations: The Case of English Public Hospitals’. Organization Studies, vol 38., pp. 1687-1708
  8. 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, vol 152., pp. 393-407
  9. Sarto, F, Veronesi, G, Kirkpatrick, I & Cuccurullo, C, 2016, ‘Exploring regionalism in public management reforms: the case of the Italian hospital sector’. Policy and Politics, vol 44., pp. 525-545
  10. Sarto, F & Veronesi, G, 2016, ‘Clinical leadership and hospital performance: assessing the evidence base’. BMC Health Services Research, vol 16.
  11. 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
  12. Veronesi, G, Kirkpatrick, I & Vallascas, F, 2015, ‘Board human capital, business expertise and the performance of public service organizations’. Academy of Management Proceedings.
  13. 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 Macmillan
  14. 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
  15. 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.
  16. 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
  17. 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
  18. Veronesi, G, Kirkpatrick, I & Vallascas, F, 2013, ‘Clinicians on the board: What difference does it make?’. Social Science and Medicine, vol 77., pp. 147-155
  19. 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
  20. 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
  21. Veronesi, G & Keasey, K, 2011, ‘National Health Service Boards of Directors and Governance Models’. Public Management Review, vol 13., pp. 861-885
  22. Veronesi, G & Keasey, K, 2010, ‘NHS boards: knowing the ‘what’ but not the ‘how’’. Public Money and Management., pp. 363-370
  23. Veronesi, G, 2009, ‘Dynamic models of chairmanship and board effectiveness’. in: GP Clarckson (eds) Developing Leadership Research. Leeds University Press
  24. 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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