The contestation of archetypes: negotiating scripts in a UK hospital trust board

F. Mueller, C. Harvey, C. Howorth

Research output: Contribution to journalArticle

31 Citations (Scopus)

Abstract

This paper deals with the aftermath of the creation of a new governance structure in the UK National Health Service. We conceptualize this new governance structure as a 'Trust Hospital Archetype' in order to establish the promises and limitations of an archetype transition framework. We find that the 'reality' of the 'Trust Hospital Archetype' is one involving a high degree of contestation. This is confirmed by evidence drawn from interviews, documents, observation and participant observation. In order to analyse contestation, we distinguish between three interpretive schemes - Ideological-New Public Management, Executive Pragmatism and Medical Professionalism; and we outline five scripts - challenging, critiquing, mediating, cautioning and defending. This diversity casts doubt on the usefulness of simplistic managerialism-professionalism dichotomies prevalent in much of the literature. It also suggests modifications to archetype transition theory, which lends too much weight to the role of dominant interpretive schemes.
LanguageEnglish
Pages1971-1995
Number of pages24
JournalJournal of Management Studies
Volume40
Issue number8
DOIs
Publication statusPublished - 2003

Fingerprint

Health
Negotiating
Archetypes
Governance structure
Professionalism
Interpretive
National Health Service
Participant observation
Pragmatism
Usefulness
Dichotomy
New public management
Managerialism

Keywords

  • hospital trust
  • health management
  • change management
  • organisational change
  • public sector

Cite this

Mueller, F. ; Harvey, C. ; Howorth, C. / The contestation of archetypes: negotiating scripts in a UK hospital trust board. In: Journal of Management Studies. 2003 ; Vol. 40, No. 8. pp. 1971-1995.
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The contestation of archetypes: negotiating scripts in a UK hospital trust board. / Mueller, F.; Harvey, C.; Howorth, C.

In: Journal of Management Studies, Vol. 40, No. 8, 2003, p. 1971-1995.

Research output: Contribution to journalArticle

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