Accessibility navigation

Understanding hybrid roles: the role of identity processes amongst physicians

Spyridonidis, D., Hendy, J. and Barlow, J. (2015) Understanding hybrid roles: the role of identity processes amongst physicians. Public Administration, 93 (2). pp. 395-411. ISSN 1467-9299

Full text not archived in this repository.

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

To link to this item DOI: 10.1111/padm.12114


Increasing attention has been paid in both public administration and organizational theory to understanding how physicians assume a ‘hybrid’ role as they take onmanagerial responsibilities. Limited theoretical attention has been devoted to the processes involved in negotiating, developing, and maintaining such a role.We draw on identity theory, using a qualitative, five-year longitudinal case study, to explore how hybrid physician–managers in the English National Health Service and the organizations they are situated in achieve this. We highlight the importance of saliency – how central an identity is to an individual’s values and beliefs – in managing new identities.We found three differing responses to taking on a hybrid physician–manager role, with identity emerging as a mitigating factor for negotiating potentially conflicting roles. We discuss the implications for existing theory and practice in the management of public organizations and identify an agenda for further research.

Item Type:Article
Divisions:Henley Business School > Leadership, Organisations and Behaviour
ID Code:39852

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation