References
- Adams, B. (2004). Public Meetings and the Democratic Process. Public Administration Review, 64(1), 43-54.
- Allen, P. (2006). New localism in the English National Health Service: What is it for?Health policy, 79(2-3), 244- 252.
- Bell, C. 1997. Ritual: Perspectives and Dimensions. New York: Oxford University Press
- Bennett, B. (2002). The New Style Boards of Governors - Are They Working? Higher Education Quarterly, 56(3), 287-302.
- Clatworthy, M., Mellett, H., & Peel, M. (2000). Corporate Governance under 'New Public Management': an exemplification. Corporate Governance: An International Review, 8(2), 166-176.
- Dowling, G. (2006). Reputation risk: it is the board's ultimate responsibility. Journal of Business Strategy, 27(2), 59-68.
- Falzon, Mark-Anthony (2009) Multi-Sited Ethnography: Theory, Praxis and Locality in Contemporary Research. England: Ashgate Publishing Ltd
- Farrell, C. M. (2005). Governance in the UK Public Sector: the Involvement of the Governing Board. Public Administration, 83(1), 89-110
- Ferlie, E., FitzGerald, L., & Ashburner, L. (1996). Corporate governance in the post-1990 NHS: The role of the board. Public Money & Management, 16(2), 15-21.
- Freeman, T., & Peck, E. (2007). Performing governance: a partnership board dramaturgy. Public Administration, 85(4), 907-929.
- Freeman, T., Millar, R., Mannion, R., & Davies, H. (2016). Enacting corporate governance of healthcare safety and quality: a dramaturgy of hospital boards in England. Sociology of Health & Illness, 38(2), 233-251.
- Goffman, E. (1955). On Face-Work. Psychiatry, 18(3), 213-231.
- Goffman, E. (2017). Interaction ritual: Essays in face-to-face behavior. Routledge.
- Hajer, M. A. (2005). Setting the Stage:A Dramaturgy of Policy Deliberation. Administration & Society, 36(6), 624- 647.
- Hammersley, M. and Atkinson, P. (1983) Ethnography: Principles in Practice. London and New York: Tavistock Publications Ltd.
- Hansen, H. (2006). The ethnonarrative approach. Human Relations, 59(8), 1049-1075.
- Hodges, R., Macniven, L., & Mellett, H. (2004). Annual General Meetings of NHS Trusts: Devolving Power or Ritualising Accountability? Financial Accountability & Management, 20(4), 377-399.
- Hogg, C. N. L. (2007). Patient and public involvement: What next for the NHS? Health Expectations, 10(2), 129- 138
- Manzoor, H. (2012). Emotions as performance in public sector board governance (Doctoral thesis). University of Essex, Essex, UK.
- Mockford, C., Staniszewska, S., Griffiths, F., & Herron-Marx, S. (2011). The impact of patient and public involvement on UK NHS health care: a systematic review. International Journal for Quality In Health Care, 24(1), 28-38.
- Murray, K. (2004). Reputation - Managing the single greatest risk facing business today. Journal of Communication Management, 8(2), 142-149.
- Peck, E., P., Gulliver, P., & Towell, D. (2004). Why do we keep on meeting like this? The board as a ritual in health and social care. Health Services Management Research, 17(2), 100-109.
- Peck, E. (1995). The Performance of an NHS Trust Board: Actors' Accounts, Minutes and Observation. British Journal of Management, 6(2), 135-156.
- Richardson, A. (1983).Participation, London: Routledge and Kegan Paul.
- Rokka, J., Karlsson, K., & Tienari, J. (2014). Balancing acts: Managing employees and reputation in social media. Journal of Marketing Management, 30(7-8), 802-827
- Rowe, R., & Shepherd, M. (2002). Public Participation in the New NHS: No Closer to Citizen Control? Social Policy & Administration, 36(3), 275-290.
- Tracy, K., & Durfy, M. (2007). Speaking out in public: citizen participation in contentious school board meetings. Discourse & Communication, 1(2), 223-249.
- Veronesi, G., & Keasey, K. (2012). A (new) model of the board of directors: evidence from the National Health Service. International Journal of Public Sector Management, 25(4), 272-286.
- Adams, B. (2004). Public Meetings and the Democratic Process. Public Administration Review, 64(1), 43-54.
- Allen, P. (2006). New localism in the English National Health Service: What is it for?Health policy, 79(2-3), 244- 252.
- Bell, C. 1997. Ritual: Perspectives and Dimensions. New York: Oxford University Press
- Bennett, B. (2002). The New Style Boards of Governors - Are They Working? Higher Education Quarterly, 56(3), 287-302.
- Clatworthy, M., Mellett, H., & Peel, M. (2000). Corporate Governance under 'New Public Management': an exemplification. Corporate Governance: An International Review, 8(2), 166-176.
- Dowling, G. (2006). Reputation risk: it is the board's ultimate responsibility. Journal of Business Strategy, 27(2), 59-68.
- Falzon, Mark-Anthony (2009) Multi-Sited Ethnography: Theory, Praxis and Locality in Contemporary Research. England: Ashgate Publishing Ltd
- Farrell, C. M. (2005). Governance in the UK Public Sector: the Involvement of the Governing Board. Public Administration, 83(1), 89-110
- Ferlie, E., FitzGerald, L., & Ashburner, L. (1996). Corporate governance in the post-1990 NHS: The role of the board. Public Money & Management, 16(2), 15-21.
- Freeman, T., & Peck, E. (2007). Performing governance: a partnership board dramaturgy. Public Administration, 85(4), 907-929.
- Freeman, T., Millar, R., Mannion, R., & Davies, H. (2016). Enacting corporate governance of healthcare safety and quality: a dramaturgy of hospital boards in England. Sociology of Health & Illness, 38(2), 233-251.
- Goffman, E. (1955). On Face-Work. Psychiatry, 18(3), 213-231.
- Goffman, E. (2017). Interaction ritual: Essays in face-to-face behavior. Routledge.
- Hajer, M. A. (2005). Setting the Stage:A Dramaturgy of Policy Deliberation. Administration & Society, 36(6), 624- 647.
- Hammersley, M. and Atkinson, P. (1983) Ethnography: Principles in Practice. London and New York: Tavistock Publications Ltd.
- Hansen, H. (2006). The ethnonarrative approach. Human Relations, 59(8), 1049-1075.
- Hodges, R., Macniven, L., & Mellett, H. (2004). Annual General Meetings of NHS Trusts: Devolving Power or Ritualising Accountability? Financial Accountability & Management, 20(4), 377-399.
- Hogg, C. N. L. (2007). Patient and public involvement: What next for the NHS? Health Expectations, 10(2), 129- 138
- Manzoor, H. (2012). Emotions as performance in public sector board governance (Doctoral thesis). University of Essex, Essex, UK.
- Mockford, C., Staniszewska, S., Griffiths, F., & Herron-Marx, S. (2011). The impact of patient and public involvement on UK NHS health care: a systematic review. International Journal for Quality In Health Care, 24(1), 28-38.
- Murray, K. (2004). Reputation - Managing the single greatest risk facing business today. Journal of Communication Management, 8(2), 142-149.
- Peck, E., P., Gulliver, P., & Towell, D. (2004). Why do we keep on meeting like this? The board as a ritual in health and social care. Health Services Management Research, 17(2), 100-109.
- Peck, E. (1995). The Performance of an NHS Trust Board: Actors' Accounts, Minutes and Observation. British Journal of Management, 6(2), 135-156.
- Richardson, A. (1983).Participation, London: Routledge and Kegan Paul.
- Rokka, J., Karlsson, K., & Tienari, J. (2014). Balancing acts: Managing employees and reputation in social media. Journal of Marketing Management, 30(7-8), 802-827
- Rowe, R., & Shepherd, M. (2002). Public Participation in the New NHS: No Closer to Citizen Control? Social Policy & Administration, 36(3), 275-290.
- Tracy, K., & Durfy, M. (2007). Speaking out in public: citizen participation in contentious school board meetings. Discourse & Communication, 1(2), 223-249.
- Veronesi, G., & Keasey, K. (2012). A (new) model of the board of directors: evidence from the National Health Service. International Journal of Public Sector Management, 25(4), 272-286.
Cite this article
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APA : Manzoor, H., Khushnood, M., & Khan, R. A. (2019). An Exploration of Public Engagement in Public Board Meetings. Global Social Sciences Review, IV(III), 148-154. https://doi.org/10.31703/gssr.2019(IV-III).19
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CHICAGO : Manzoor, Humera, Muhammad Khushnood, and Rao Aamir Khan. 2019. "An Exploration of Public Engagement in Public Board Meetings." Global Social Sciences Review, IV (III): 148-154 doi: 10.31703/gssr.2019(IV-III).19
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HARVARD : MANZOOR, H., KHUSHNOOD, M. & KHAN, R. A. 2019. An Exploration of Public Engagement in Public Board Meetings. Global Social Sciences Review, IV, 148-154.
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MHRA : Manzoor, Humera, Muhammad Khushnood, and Rao Aamir Khan. 2019. "An Exploration of Public Engagement in Public Board Meetings." Global Social Sciences Review, IV: 148-154
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MLA : Manzoor, Humera, Muhammad Khushnood, and Rao Aamir Khan. "An Exploration of Public Engagement in Public Board Meetings." Global Social Sciences Review, IV.III (2019): 148-154 Print.
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OXFORD : Manzoor, Humera, Khushnood, Muhammad, and Khan, Rao Aamir (2019), "An Exploration of Public Engagement in Public Board Meetings", Global Social Sciences Review, IV (III), 148-154
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TURABIAN : Manzoor, Humera, Muhammad Khushnood, and Rao Aamir Khan. "An Exploration of Public Engagement in Public Board Meetings." Global Social Sciences Review IV, no. III (2019): 148-154. https://doi.org/10.31703/gssr.2019(IV-III).19