Miller R. and Millar R. (2017) Partnering for Improvement: inter-organisational developments in the NHS, The Health Foundation & Health Services Management Centre, University of Birmingham.
Freeman, T. Mannion, R. Millar, R. and Davies, H.T.O. (2017) Decentring patient safety governance: Case studies of four English Foundation Trust hospital Boards. In Bevir, M. and Waring, J. (ed) Decentered Health Policy: Learning from British Experiences in Healthcare Governance. Routledge, London.
Zhang, M. Wang, W. Millar, R. Li G. Yan, F. (2017) Coping and compromise: a qualitative study of how primary health care providers respond to health reform in China, Human Resources for Health, 15:50, DOI 10.1186/s12960-017-0226-z
Millar, R. Chen, Y. Wang, M. Liu, J. Fang, L. Xuan, Z. and Li, G. (2017) It’s all about the money? A qualitative study of healthcare worker motivation in urban China, International Journal for Equity in Health, 16:120, DOI 10.1186/s12939-017-0616-9
Mannion R, Davies H T O, Jacobs R, Kasteridis P, Millar R and Freeman T (2017). Do Hospital Boards matter for better, safer, patient care? Social Science & Medicine 177: 278 – 287.
Freeman, T. Millar, R. Mannion, R. and Davies, H. (2016) Enacting corporate governance of healthcare safety and quality: a dramaturgy of hospital boards in England. In Allen, D. Braithwaite, J. Sandall, J. Waring, J. The Sociology of Healthcare Safety and Quality, John Wiley & Sons, pp. 52-68.
Freeman, T., Millar, R., Mannion, R. and Davies, H. (2016), Enacting corporate governance of healthcare safety and quality: a dramaturgy of hospital boards in England. Sociology of Health & Illness, 38: 233–251. DOI: 10.1111/1467-9566.12309.
Hall, K, Miller, R and Millar, R (2016), Public, Private or Neither? Analysing the publicness of healthcare social enterprises, Public Management Review, 18(4), 539-557.
Mannion, R. and Millar, R. (2016) Getting Hospital Boards on Board with Patient Safety. HSMC Viewpoint, published online on 20th April 2016.
Mannion, R, Freeman, T, Millar, R, Davies, H (2016), Effective board governance of safe care: A (theoretically underpinned) cross-sectioned examination of the breadth and depth of relationships through national quantitative surveys and in-depth qualitative case studies. Health Services and Delivery Research 2016, 4(4).
Millar, R. and Dickinson, H. (2016) Planes, straws and oysters: the use of metaphors in healthcare reform. Journal of Health Organisation and Management, 30 (1): 117 – 132.
Millar, R, Miller, R and Hall, K (forthcoming). How to enable Social Enterprises to thrive in the health and social care sector in Wales: an evidence synthesis of social enterprise as an alternative business model (ABM), Public Policy Institute for Wales (PPIW).
Millar, R, Jian, W, Mannion, R, Miller, R (2016) Healthcare reform in China: making sense of a policy experiment? Journal of Health Organisation and Management, 30(3): 324-330.
Millar, R and Dickinson, H (2016), Planes, Straws and Oysters: The use of metaphors in the reform of healthcare, Journal of Health Organisation and Management, 30(1), 117-132.
Millar, R. Freeman, T. and Mannion, R. (2015) Effective hospital board oversight of quality and safety: a stakeholder analysis exploring the role of trust and intelligence, BMC Health Services Research, 15:196, DOI 10.1186/s12913-015-0771-x.
Mannion, R. Davies, H.T.O. Freeman, T. Millar, R. Jacobs, R. Kasteridis, P. (2015) Overseeing oversight: hospital board governance for quality and safety in the NHS, Journal of Health Services Research and Policy, 20(1) 9–16
McLeod, H, Millar, R, Goodwin, N and Powell, M (2014), Perspectives on the policy 'black box': a comparative case study of orthopaedic services in England, Health Economics, Policy and Law, Vol. 9(4), pp. 383-405.
Assangha, A. Brown, H.I. and Millar, R. (2013) Foundation Trust Governors: a survey of patient safety and quality of care, Foundation Trust Governors’ Association, London.
Millar, R. (2013) ‘Framing quality improvement tools and techniques in healthcare: the case of Improvement Leaders’ Guides’. Journal of Health Organization and Management, Vol 27 (2) pp. 209-224.
Millar, R. Mannion, R. Freeman, T. and Davies, H.T.O. (2013) ‘Hospital Board Oversight of Patient Safety: A Narrative Review and Synthesis of recent empirical studies’, The Milbank Quarterly, Vol. 91 (4), pp. 738–770.
Millar, R. and Hall, K. (2013) ‘Social Return on Investment (SROI) and Performance Measurement: The Opportunities and Barriers for Social Enterprises in Health and Social Care’, Public Management Review, 15:6, 923-941.
Millar, R. Hall, K. and Miller, R. (2013) ‘A story of strategic change: Becoming a social enterprise in English health and social care’, Journal of Social Entrepreneurship, 4 (1), pp. 4-22.
Millar, R. Mulla, A. and Powell, M. (2013) ‘Delivering reform in English healthcare: an ideational perspective’. Public Policy and Administration, 28 (3), pp.233-252.
Millar, R. (2012) ‘Social Enterprise in Health Organization and Management: hybridity or homogeneity?’, Journal of Health Organization and Management, 26 (2), pp.143-148.
Hall, K. Alcock, P. and Millar, R. (2012) ‘Start Up and Sustainability: Marketisation and the Social Enterprise Investment Fund in England’, Journal of Social Policy, 41 (4), pp.733-749.
Miller, R. Hall, K. and Millar, R. (2012) Right to Request Social Enterprises: a welcome addition to Third Sector delivery of health care?, Voluntary Sector Review, 3 (2), pp.275-285.
Hall, K. Miller, R. and Millar, R. (2012) ‘Push or Pull: what motivates healthcare staff to spin out of the NHS?’, Social Enterprise Journal, 8 (1), pp. 49-62.
Miller, R. Millar, R. and Hall, K. (2012) ‘Spin outs and social enterprise: The Right to Request programme in the English NHS’, Public Money and Management, 32 (3), pp.233-236.
Millar, R. Powell, M. and Dixon, A. (2012) ‘What was the programme theory of New Labour’s Health System Reforms?’, Journal of Health Services Research and Policy, 17 (1), pp 7–15.
Alcock, P. Millar, R. Hall, K. Lyon, F. Nicholls, A. and Gabriel, M. (2012) Start up and growth: National Evaluation of the Social Enterprise Investment Fund (SEIF), Department of Health Policy Research Programme (PRP).
Miller, R. and Millar, R. (2012) The potential of social enterprise in Welsh Health & Social Care, NLIAH Wales.
Dickinson, H. Millar, R. and West, M. (eds) (2011) ‘Mind the gap: policy and practice in healthcare reform’, Journal of Health Organization and Management, 25 (3): 244-246.
Hall, K. and Millar, R. (2011) 'The Social Enterprise Investment Fund: Unlocking health and social care?, Public Servant, November Issue.
Powell, M. Millar, R. Mulla, A. Brown, H. Fewtrell, C. McLeod, H. Goodwin, N. Dixon, A. and Naylor, C. (2011) Comparative case studies of health reform in England: Final Report, Department of Health Policy Research Programme (PRP).
Millar, R. Snelling, I. and Brown, H. (2011) ‘Liberating the NHS: orders of change?’, HSMC Policy Paper Number 11, University of Birmingham.
Miller, R. and Millar, R. (2011) ‘Social enterprise spin-outs from the English health service: a Right to Request but was anyone listening?’, Third Sector Research Centre Working Paper 52.
Millar, R. and Hall, K. (2011) The social impact, scalability and sustainability of Start Again Community Interest Company: Final Report, Health Services Management Centre, University of Birmingham.
Hall, K. and Millar, R. (2011) The Social Impact, Scalability and Sustainability of Saheli Women’s Group: Final Report, Health Services Management Centre, University of Birmingham.
Hall, K. and Millar, R. (2011) The Social Enterprise Investment Fund: The Phase Two Survey. Third Sector Research Centre, University of Birmingham.
Millar, R. Lyon, F. and Gabriel, M. (2010), 'Understanding the programme theory of the Social Enterprise Investment Fund'. Third Sector Research Centre, University of Birmingham.
Lyon, F. Gabriel, M. and Millar, R. (2010) ‘Social Enterprise Investment Fund Evaluation - Phase one: scoping, review and methodology development’. Third Sector Research Centre, University of Birmingham.