Mediating the cultural boundaries between medicine, nursing and management--the central challenge in hospital reform.
This paper documents the resilience of medical and nursing profession-based subcultures and the extent of the differences between them. Against this background, we assess the capacity and willingness of medical and nursing managers to promote changes that will extend the accountability of clinicians and engender more evidence-based, financially driven and output-oriented approaches to service delivery.
Centre for Hospital Management and Information Systems Research, Level 2, Samuels Building, University of New South Wales, Sydney 2052, NSW, Australia.
P
P
Degeling
J
J
Kennedy
M
M
Hill
D001291:Attitude of Health Personnel; D001315:Australia; D019091:Critical Pathways; D003659:Decision Making, Organizational; D004739:England; D005163:Factor Analysis, Statistical; D005260:Female; D006740:Hospital Administrators / Q000523:psychology*; D006754:Hospital Restructuring / Q000458:organization & administration* / Q000592:standards; D006801:Humans; D007400:Interprofessional Relations; D008297:Male; D009718:Nurse Administrators / Q000523:psychology*; D015279:Organizational Culture; D018802:Patient-Centered Care; D008486:Physician Executives / Q000523:psychology*; D011795:Surveys and Questionnaires