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.


Author 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  (ERA 2012 Listed)    (ERA 2010 Rank B)   Check publisher's open access policy
Publication date 2004
Sub-type Article
DOI 10.1111/j.1467-8500.2004.00375.x
Volume number 63
Issue number 2
ISSN 0313-6647
Start page 16
End page 30
Total pages 15
Editor 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 Public Administration
Stakeholder Theory
Identities
Q-Index Code C1

 
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