TY - JOUR
T1 - Introduction
T2 - priority setting, equitable access and public involvement in health care
AU - Weale, Albert
AU - Kieslich, Katharina
AU - Littlejohns, Peter
AU - Tugendhaft, Aviva
AU - Tumilty, Emma
AU - Weerasuriya, Krisantha
AU - Whitty, Jennifer A.
N1 - Publisher Copyright:
© 2016, © Emerald Group Publishing Limited.
PY - 2016/8/15
Y1 - 2016/8/15
N2 - Purpose – The purpose of this paper is to introduce the special issue on improving equitable access to health care through increased public and patient involvement (PPI) in prioritization decisions by discussing the conceptualization, scope and rationales of PPI in priority setting that inform the special issue. Design/methodology/approach – The paper employs a mixed-methods approach in that it provides a literature review and a conceptual discussion of the common themes emerging in the field of PPI and health priority setting. Findings – The special issue focuses on public participation that is collective in character, in the sense that the participation relates to a social, not personal, decision and is relevant to whole groups of people and not single individuals. It is aimed at influencing a decision on public policy or legal rules. The rationales for public participation can be found in democratic theory, especially as they relate to the social and political values of legitimacy and representation. Originality/value – The paper builds on previous definitions of public participation by underlining its collective character. In doing so, it develops the work by Parry, Moyser and Day by arguing that, in light of the empirical evidence presented in this issue, public participatory activities such as protests and demonstrations should no longer be labelled unconventional, but should instead be labelled as “contestatory participation”. This is to better reflect a situation in which these modes of participation have become more conventional in many parts of the world.
AB - Purpose – The purpose of this paper is to introduce the special issue on improving equitable access to health care through increased public and patient involvement (PPI) in prioritization decisions by discussing the conceptualization, scope and rationales of PPI in priority setting that inform the special issue. Design/methodology/approach – The paper employs a mixed-methods approach in that it provides a literature review and a conceptual discussion of the common themes emerging in the field of PPI and health priority setting. Findings – The special issue focuses on public participation that is collective in character, in the sense that the participation relates to a social, not personal, decision and is relevant to whole groups of people and not single individuals. It is aimed at influencing a decision on public policy or legal rules. The rationales for public participation can be found in democratic theory, especially as they relate to the social and political values of legitimacy and representation. Originality/value – The paper builds on previous definitions of public participation by underlining its collective character. In doing so, it develops the work by Parry, Moyser and Day by arguing that, in light of the empirical evidence presented in this issue, public participatory activities such as protests and demonstrations should no longer be labelled unconventional, but should instead be labelled as “contestatory participation”. This is to better reflect a situation in which these modes of participation have become more conventional in many parts of the world.
KW - Contestatory participation
KW - Deliberation
KW - Democratic theory
KW - Priority setting
KW - Public participation
UR - http://www.scopus.com/inward/record.url?scp=84979921897&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84979921897&partnerID=8YFLogxK
U2 - 10.1108/JHOM-03-2016-0036
DO - 10.1108/JHOM-03-2016-0036
M3 - Review article
C2 - 27468772
AN - SCOPUS:84979921897
SN - 1477-7266
VL - 30
SP - 736
EP - 750
JO - Journal of Health Organization and Management
JF - Journal of Health Organization and Management
IS - 5
ER -