|Appears in Collections:||Management, Work and Organisation Journal Articles|
|Peer Review Status:||Refereed|
|Title:||The role of social identity in doctors' experiences of clinical managing|
National Health Service
|Citation:||Hallier J & Forbes T (2005) The role of social identity in doctors' experiences of clinical managing, Employee Relations, 27 (1), pp. 47-70.|
|Abstract:||Purpose - Aims to illustrate how the use of a social identity approach can help to refine our understanding of how organizational professionals experience the introduction of managerialism and the incorporation of managing specialist roles. Design/methodology/approach - Draws on theories of social identity and social categorization to examine the process by which clinical directors tackle and assign meaning to their managing roles. Interviews were conducted with a sample of current and previous clinical directors over a five year period. Variations in doctors' responses were explained by a range of self enhancement strategies that emerged to deal with tensions between prepared management identities and actual role experiences. Findings - Reveals the importance of multiple self-enhancement strategies as a way for doctors to protect self definitions in failing identity situations where immediate exit from a new role is not feasible. Concludes that a greater use of social identity and social categorization theory may add much to general explanations of how varied stances towards management interventions emerge and develop among professional workers. Originality/value - Points to how we might achieve a deeper understanding of the diverse ways that the organizational professionals experience the introduction of managerialism and the incorporation of managing the specialist roles.|
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Management Work and Organisation
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