Bringing together academic researchers and regional healthcare professionals to address today's critical issues in healthcare.
The Centre for Management Research in Healthcare and Healthcare Economics (CMRHHE) at the School of Business, SETU Waterford, is a collaborative venture that strives to address the need for a well-crafted and efficient healthcare system in the Irish context. Underlying the formation of the Centre was the belief that helping to solve the current healthcare challenges starts with a solid foundation of research that combines the expertise of healthcare professionals and academic researchers.
The Centre is a regional partnership, which brings together leading healthcare executives and representatives in the field of management and organisation of healthcare. Since its inception, the Centre has benefited from a collaborative partnership with the Health Services Executive South East (HSESE), which allows us to leverage the best ideas from academia and the field of practice. In addition, the Centre collaborates with other relevant organisations, both nationally and internationally, as opportunities arise.
The Centre forms part of the School of Business at SETU Waterford.
Mission Statement
"The mission of the Centre is to provide leadership to facilitate improvements in the quality and effectiveness of healthcare management at regional level through the conduct of high quality, priority-driven, and actionable research. The activities of the Centre focus on important questions relating to the organisation, financing, delivery and performance of healthcare organisations in the South East region as well the support and promotion of best practice within these organisations."
The goals of the Centre are to:
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Strengthen the knowledge base of healthcare organisations in the region by conducting and supporting research.
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Facilitate the uptake of research evidence in healthcare policy and practice.
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Enhance research capacity in healthcare through strategic partnerships with other relevant national and international groups.
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Disseminate to the members findings of health services research.
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Identify and disseminate to the members successful innovations and management practices from other healthcare organisations and industry.
CMRHHE Faculty Members
Head of Centre: Dr. Chris O’Riordan BA, FCA, MBA, PhD
Email: [email protected]
Phone: +353 51 845610
Other Staff Members:
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Dr. Tom Egan BComm, MBS, MA, PhD
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Prof. Denis Harrington BComm, MBA, PhD
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Dr. Rosemarie Kelly BComm, Dip.Prof.Acc, MBS, FCA, PhD
Since the Centre was founded the overriding focus of our research agenda has been the improvement in the effectiveness and quality of healthcare services and interventions and the increased responsiveness to service users.
Our research projects have examined key issues such as:
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Quality implementation frameworks in healthcare
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Healthcare accreditation
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Patient and public involvement in healthcare decision-making
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Human resource development in the health services
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Regulation of residential care homes for the elderly
In keeping with the Centre's research agenda, current research projects focus on the strategies, structures, processes, and performance of the healthcare system at regional level. The following is a description of the areas of current interest.
Current research topics include:
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Exercise and health
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Healthcare economics
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GP management practices
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Performance measurement in healthcare
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Patient risk registers
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Professional and Commercial Roles in Healthcare
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Role conflict in a healthcare context
Walsh, A., Harrington, D. and Hines, P. (2019), Are hospital managers ready for value-based healthcare? – A review of the Management Competence Literature. International Journal of Organizational Analysis, 28(1), 49-65.
O’Riordan, C. (2018). Balancing altruism and self-interest: GP and patient implications, Irish Journal of Management, 37(1), 1-15.
Kelly, R., Doyle, G., & O‘Donohoe, S. (2015) Framing Performance Management of Acute-Care Hospitals by Interlacing NPM and Institutional Perspectives, Financial Accountability and Management, Vol. 31, No. 1, pp. 69-91
Doyle, G, Kelly, R and O' Donohoe, S. (2015) Transition from Independence through to Collaborative Partnership with the State, the case of one large Irish hospital, 10th Workshop on Challenges of Managing the Third Sector, Edinburgh, [11-12th June].
Kelly, R., Doyle, G., and O’ Donohoe, S. (2014) The Development of Performance Management in Acute-Care Hospitals: Perceptions of Senior Hospital Managers, 8th International EIASM Public Sector Conference, Edinburgh, United Kingdom. [2nd – 4th September]
O’Riordan, C. (2013) Balancing altruism and self-interest for the benefit of patients: The case of General Practitioners (GPs), Irish Academy of Management, SETU Waterford [September]
Fenn, P. and Egan, T. (2012) Risk Management in the NHS: Governance, Finance and Clinical Risk, Clinical Medicine, Vol. 12, No. 1, pp. 25-28.
O’Riordan, C. and McDermott, A. (2012) Clinical managers in the primary care sector: do the benefits stack up?, Journal of Health Organization and Management, Vol. 26, No. 5, pp. 621-640
Kelly, R., Doyle, G., and O’ Donohoe, S. (2012) Exploring the development of performance management in Irish acute care hospitals, Irish Accounting & Finance Annual Conference, NUI Galway, Ireland, [24-25th May].
Kelly, R., Doyle, G., and O’ Donohoe, S. (2012) Framing Performance management of acute-care hospitals by interlacing NPM and institutional perspectives, 7th International Conference on Accounting, Auditing and Management in Public Sector Reforms, EIASM, Milan, Italy, [4-6th September].
