Feature Article
Modes of organising at two health services organizations: A case study approach
Patricia A Rowe
School of Management, University of Queensland,
Brisbane QLD
Rosalie Boyce
School of Management, University of Queensland,
St Lucia, QLD
Maree V Boyle
School of Management, University of Queensland,
St Lucia QLD
PP: 83
Abstract
This paper applies a case study methodology to examine the development of two distinct models of organising allied health professionals within two health service organizations. In particular, it explores options in modes of organising. Case study data reflected that in one case a single stakeholder entity was achieved through the development of quasi-shareholder roles for allied health discipline leaders. In contrast, the second case included multiple small weak stakeholders who had competing visions regarding both identity and resource allocation. The emergence of these two distinct forms of organising within allied health has implications for policy and practice.
Keywords
stakeholders, multiple identities, organising
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