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Opportunity Does Matter: Supporting Doctors-in-Management in Hospitals

  • Chapter
Managing Change

Part of the book series: Organizational Behaviour in Health Care Series ((OBHC))

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Abstract

The introduction of professional-manager ‘hybrid’ roles has been seen as a solution to ‘bridge the gap’ between the two competing worlds of medicine and management (Freidson, 2001; Noordegraaf, 2007) at the organizational level. In particular, in a number of Western countries we observe doctors being involved in management as head of clinical directorates, which have become a popular object of analysis for management scholars (Fitzgerald and Dufour, 1998; Kitchener, 2000; Marnoch et al., 2000; Llewellyn, 2001; Kirkpatrick et al., 2009; Witman et al., 2011; McGivern et al., 2015). Clinical directorates are intermediate management units formed around either a broad medical specialty or a support service grouping a number of smaller specialties. They were introduced in order to increase the governance of clinical services, pool resources, favour inter-specialty integration and support the top management in the strategy making (Chantler, 1993; Kirkpatrick et al., 2013).

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Authors
  1. Marco Sartirana
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Editor information

Editors and Affiliations

  1. Copenhagen Business School, Denmark

    Susanne Boch Waldorff  & Anne Reff Pedersen  & 

  2. University of Oxford, UK

    Louise Fitzgerald

  3. King’s College London, UK

    Ewan Ferlie

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© 2015 Marco Sartirana

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Sartirana, M. (2015). Opportunity Does Matter: Supporting Doctors-in-Management in Hospitals. In: Waldorff, S.B., Pedersen, A.R., Fitzgerald, L., Ferlie, E. (eds) Managing Change. Organizational Behaviour in Health Care Series. Palgrave Macmillan, London. https://doi.org/10.1057/9781137518163_11

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