Is the new health-care executive an entrepreneur?

Wilma van der Scheer

Public Management Review, 2007, vol. 9, issue 1, 49-65

Abstract: Many countries are working on the realization of a new sort of public management, which is less governmental and more market oriented. As a consequence the role of health-care managers is changing. They are increasingly addressed as (social) entrepreneurs. This article is based on the results of a survey sent to Dutch health-care executives. The aim of the survey was to explore how the new discourse affects the practice of management. The results show that entrepreneurship is a construction and a contested concept. Nevertheless, executives are very sensitive to the concept. It certainly confuses them and can make them feel more vulnerable. However, new expectations can also perform an important function as a catalyst for executives to rethink their role and their position. From that point of view the phase of multi-interpretable expectations and vague discourse can be seen as a necessary phase in realizing health-care reform.

Date: 2007
References: View complete reference list from CitEc
Citations: View citations in EconPapers (4)

Downloads: (external link)
http://hdl.handle.net/10.1080/14719030601181217 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:pubmgr:v:9:y:2007:i:1:p:49-65

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/RPXM20

DOI: 10.1080/14719030601181217

Access Statistics for this article

Public Management Review is currently edited by Professor Stephen P. Osborne, Jenny Harrow and Tobias Jung

More articles in Public Management Review from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().