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Clinical-managers in the primary-care sector: do the benefits stack up?

McDermott, Aoif Mary and O'Riordan, Chris 2012. Clinical-managers in the primary-care sector: do the benefits stack up? Journal of Health Organisation and Management 26 (5)

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Abstract

Purpose - The purpose of this paper is to explore the nature and value of the clinical-management role undertaken by primary-care doctors in Ireland. To date, a majority of research has focused on clinical-management roles in the acute sector. Design/methodology/approach - The paper presents a sub-set of data from a mixed methods study. Fourteen semi-structured interviews are drawn upon to identify the nature and value of the clinical-management role in primary-care. Findings - Comparison with acute sector research identifies considerable differences in the nature of the clinical-management role across sectors – and in the associated value proposition. Structural and role-related contingencies affecting the potential value of clinical-management roles in Irish primary-care are discussed. Structural influences include the private ownership structure, low complexity and limited requirement for cross-professional coordination. Role-related influences include the primacy of the clinical identity, time constraints and lack of managerial training. Research limitations/implications - The findings provide a limited basis for generalisation, premised on fourteen interviews in one national context. However, given the international shift towards the provision of health services in primary-care, they provide a research agenda for an important healthcare context. Practical implications - The findings draw attention to the need for policy consideration of the value of the clinical-manager role in primary-care; how policy can support effective primary-care management and; the need for specialised management training, which takes account of the small-firm context. Originality/value - The paper identifies that primary-care clinical-management roles focus on operational management and oversight and discusses the structural and role-related factors which affect their efficacy.

Item Type: Article
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Publisher: Emerald
ISSN: 1477-7266
Last Modified: 04 Jun 2017 04:09
URI: http://orca.cf.ac.uk/id/eprint/33710

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