A comparative analysis of entrepreneurial approaches within public healthcare organisations

Rowe, Patricia A., Boyce, Rosalie A, Boyle, Maree V. and O'Reilly, Kathleen (2004) A comparative analysis of entrepreneurial approaches within public healthcare organisations. Australian Journal of Public Administration, 63 2: 16-30.

Document type:	Journal Article
Collections:	Excellence in Research Australia (ERA) - Collection UQ Business School Publications

Author(s)	Rowe, Patricia A. Boyce, Rosalie A Boyle, Maree V. O'Reilly, Kathleen
Title	A comparative analysis of entrepreneurial approaches within public healthcare organisations
Journal name	Australian Journal of Public Administration
Publication date	2004
Sub-type	Article
Volume number	63
Issue number	2
ISSN	0313-6647
Start page	16
End page	30
Total pages	15
Editor(s)	J. Wanna P. Bishop
Place of publication	Australia
Publisher	Blackwell
Collection year	2004
Language	eng
Subject	C1 350201 Human Resources Management 720403 Management
Abstract	This article examines the development of two distinct models of organising allied health professionals within two public sector health service organisations in Australia. The first case illustrated a mode of organising that facilitated a culture that focused on asset protection and whose external orientation was threat oriented because its disparate multiple identities operated as a fractured, fragmented and competitive set of profession disciplines. In this milieu, there was no evidence of entrepreneurial approaches being used. In contrast, the second case study illustrated a mode of organising that facilitated an entrepreneurial culture that focused on asset growth and an external orientation that was opportunity oriented because of the evolution of a strong superordinate allied health identity that operated as a single united health services stakeholder. This evolution was coupled with the emergence of a corporate boardroom model of management that is consonant with Savage et al. (1997) IDS/N model of management. Once this structure and strategy were in place, corporate entrepreneur ship became the modus operandi. Consequently, because the case study was a situation where corporate entrepreneurship existed in the public sector, it was possible to compare the factors that stimulate corporate entrepreneurship in Sadler's (2000) study with factors that were observed in our study.
Keyword(s)	Public Administration Stakeholder Theory Identities