Organizational constraints as root causes of role conflict: The situation of physician-managers and their responses. Issue 2 (25th January 2019)

• Record Type: Journal Article
• Authors: Gilbert, Marie-Hélène; Dextras-Gauthier, Julie; Fournier, Pierre-Sébastien; Côté, André; Auclair, Isabelle; Knani, Mouna
• Is Part Of: Journal of health organisation and management. Volume 33:Issue 2(2019)
• Page Start: 204
• Page End: 220
• Publication Date: 2019-01-25
• Subjects: Hybridization -- Clinician manager -- Doctor manager -- Organizational role theory -- Role expectations; Health services administration -- Periodicals; Health services administration -- Great Britain -- Periodicals; Health services administration -- Europe -- Periodicals; 362.106805
• DOI: 10.1108/JHOM-07-2017-0169
• Languages: English
• ISSNs: 1477-7266

Abstract

Abstract : Purpose: The purpose of this paper is to gain a better understanding of the difficulties encountered in the hybrid roles of physician−managers (P−Ms), examine the impact of organizational constraints on the role conflicts experienced by P−Ms and explore the different ways their two roles are integrated. Design/methodology/approach: A qualitative approach was adopted, using six focus groups made up of clinical co-managers, medical directors and P−Ms. In all, 43 different people were interviewed to obtain their perceptions of the day-to-day realities of the role of the P−M. The data collected were subsequently validated. Findings: Although the expectations of the different groups involved regarding the role of P−Ms are well understood and shared, there are significant organizational constraints affecting what P−Ms are able to do in their day-to-day activities, and these constraints can result in role conflicts for the people involved. Such constraints also affect the ways P−Ms integrate the two roles. The authors identify three role hybridization profiles. Practical implications: The results afford a better understanding of how organizational constraints might be used as levers of organizational change to achieve a better hybridization of the dual roles of P−Ms. Originality/value: This paper seeks to reach beyond a simple identification of constraints affecting the dual roles of P−Ms by analyzing how such constraints impact on these professionals' day-to-day activities. Results also enable us to further refine Katz and Kahn's (1966) role model, in addition to identifying hybridization profiles.