The role of social identity in doctors' experiences of clinical managing

Abstract

Purpose

Aims to illustrate how the use of a social identity approach can help to refine our understanding of how organizational professionals experience the introduction of managerialism and the incorporation of managing specialist roles.

Design/methodology/approach

Draws on theories of social identity and social categorization to examine the process by which clinical directors tackle and assign meaning to their managing roles. Interviews were conducted with a sample of current and previous clinical directors over a five year period. Variations in doctors’ responses were explained by a range of self enhancement strategies that emerged to deal with tensions between prepared management identities and actual role experiences.

Findings

Reveals the importance of multiple self‐enhancement strategies as a way for doctors to protect self definitions in failing identity situations where immediate exit from a new role is not feasible. Concludes that a greater use of social identity and social categorization theory may add much to general explanations of how varied stances towards management interventions emerge and develop among professional workers.

Originality/value

Points to how we might achieve a deeper understanding of the diverse ways that the organizational professionals experience the introduction of managerialism and the incorporation of managing the specialist roles.

Citation

Hallier, J. and Forbes, T. (2005), "The role of social identity in doctors' experiences of clinical managing", Employee Relations, Vol. 27 No. 1, pp. 47-70. https://doi.org/10.1108/01425450510569300