TY - JOUR
T1 - The contribution of community leadership upon the performance of mutual health organisations in Ghana
AU - Adomah-Afari, Augustine
N1 - Publisher Copyright:
© 2015, Emerald Group Publishing Limited.
PY - 2015/11/16
Y1 - 2015/11/16
N2 - Purpose – The purpose of this paper is to investigate the effect of social dynamics on the performance of mutual health organisations (MHOs) exploring the influence of community wealth and community leadership on policy implementation. Design/methodology/approach – Four operating district mutual health insurance schemes were selected using geographical locations, among other criteria, as case studies. Data were gathered through interviews and documentary review. The findings were analysed using community field and social capital theories. Findings – Traditional leaders like the Chiefs serve as the pivot around which social and human capital of the communities revolve in the developmental process of the country. Research limitations/implications – Lack of exhaustive examination of the financial and institutional viability issues of the MHOs. Future studies could assess the interplay between financial, institutional and social viability models when measuring the financial and overall sustainability of MHOs. Practical implications – Health policy makers need to involve traditional leaders in the formulation and implementation of national policies since their acceptance or rejection of central government policy could have negative consequences. Social implications – Ghana is a dynamic country and there is the need to utilise existing social networks: inter-family and inter-tribal relationships to ensure the viability of MHOs. Originality/value – There is and can be a successful interplay between public sector funding and community sector revenue mobilisation for financing the health sector in Ghana. This justifies the complementarity between government funding and community’s resource mobilisation efforts in the health sector.
AB - Purpose – The purpose of this paper is to investigate the effect of social dynamics on the performance of mutual health organisations (MHOs) exploring the influence of community wealth and community leadership on policy implementation. Design/methodology/approach – Four operating district mutual health insurance schemes were selected using geographical locations, among other criteria, as case studies. Data were gathered through interviews and documentary review. The findings were analysed using community field and social capital theories. Findings – Traditional leaders like the Chiefs serve as the pivot around which social and human capital of the communities revolve in the developmental process of the country. Research limitations/implications – Lack of exhaustive examination of the financial and institutional viability issues of the MHOs. Future studies could assess the interplay between financial, institutional and social viability models when measuring the financial and overall sustainability of MHOs. Practical implications – Health policy makers need to involve traditional leaders in the formulation and implementation of national policies since their acceptance or rejection of central government policy could have negative consequences. Social implications – Ghana is a dynamic country and there is the need to utilise existing social networks: inter-family and inter-tribal relationships to ensure the viability of MHOs. Originality/value – There is and can be a successful interplay between public sector funding and community sector revenue mobilisation for financing the health sector in Ghana. This justifies the complementarity between government funding and community’s resource mobilisation efforts in the health sector.
KW - Community planning
KW - Developing countries
KW - Government policy
KW - Health services
KW - Human resources management
KW - Public sector reform
UR - http://www.scopus.com/inward/record.url?scp=84947073173&partnerID=8YFLogxK
U2 - 10.1108/JHOM-11-2013-0260
DO - 10.1108/JHOM-11-2013-0260
M3 - Article
C2 - 26556153
AN - SCOPUS:84947073173
SN - 1477-7266
VL - 29
SP - 822
EP - 839
JO - Journal of Health Organization and Management
JF - Journal of Health Organization and Management
IS - 7
ER -