Doctorpreneurs: Salience of the Professional Logic in Healthcare Entrepreneurship

Scoresby, Richard B.

doi:10.5465/ambpp.2019.19285abstract

Cited by 2 publications

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“…This is surprising knowing that both previous literature and the present data indicate that the managerial role is unpleasant (e.g. Scoresby, 2019) but healthcare entrepreneurs still do not want to delegate and share administrative tasks and power.…”

Section: [Insert Figure 2 Here]contrasting

confidence: 88%

“…Von Knorring, Alexanderson & Eliasson (2014) showed that healthcare managers frequently use the attributes of their profession (e.g. "physician" or "non-physician") instead of the managerial attributes to categorize themselves in their manager roles, and Scoresby (2019) claimed that an important motivator of entrepreneurship within the healthcare professions is a focus on a professional judgement without the constraints associated with administrative oversight. In addition, according to the review on impact of management on medical professionalism by Numerato, Salvatore and Fattore (2012), medical norms and ethics can cause hesitant attitude towards management, and conflicts between professional and management cultures.…”

Section: Introductionmentioning

confidence: 99%

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Characteristics of growth management in healthcare business: applying and developing the stages of growth service framework

Simunaniemi¹,

Saarela²,

Muhos³

2022

IJMED

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This study aims to clarify the context-specific characteristics of growth management in private healthcare business. The roles of healthcare professional and manager can be conflicting, and it is important to know what practical implications this has on healthcare business growth management. In this multiple case study, we use the growth management framework for general service businesses based on literature synthesis by Muhos et al., 2017) to identify the characteristics and underlying features of management in healthcare business. The data consist of 12 interviews among Finnish healthcare companies. As the main outcome, we present an adapted version of the stages of growth model for healthcare business and identify the contextual characteristics that are related to growth motivation and business competence of entrepreneurs, commitment and competence of employees, public sector relations, and regulation. Further, we adapt some of the original assumptions to better describe growth management in the context of healthcare service business including the conflicting roles of manager and healthcare professional, central of public sector and regulation, as well as growth motivation and business competence of entrepreneurs. These findings provide practical benefits for business owners as the framework assumptions can be used as a checklist when getting prepared for business growth.

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confidence: 88%