Professional and Managerial Language in Hybrid Industry-Research Organizations and within the Hybrid Clinician Manager Role

Professional and Managerial Language in Hybrid Industry-Research Organizations and within the Hybrid Clinician Manager Role

Louise Kippist (University of Western Sydney, Australia), Kathryn J. Hayes (University of Western Sydney, Australia) and Janna-Anneke Fitzgerald (University of Western Sydney, Australia)
DOI: 10.4018/978-1-4666-1836-7.ch009
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Abstract

Interactions between professionals and managers are vital to medical and commercialization outcomes. This chapter considers how boundaries between professionals and managers are expressed through language in two contexts: between researchers and managers in temporary Australian hybrid industry-research organizations and within the same individual performing a hybrid clinician-manager role in Australian health care organizations. Semi-structured interviews of twenty scientists, engineers, and managers, focusing on their experiences, and perceptions of occupational culture, revealed that language norms contributed to knowledge creation, and played a role in maintaining a hierarchy among research institutions. Semi-structured interviews of twenty doctors and managers, focusing on their perception and experience of the hybrid clinician manager’s role within health care organizations, revealed that professional identity influenced language norms used by doctors and managers and contributed to the tensions experienced in their interactions. Distinctive patterns of argumentation and language were identified as typical of commercial and research occupations and were also distinctive in doctors working in hybrid clinician manager’s roles. The scientists, engineers, and managers working in hybrid industry-research organizations and the doctors and managers working in health care organizations reported frustration and reduced effectiveness of argumentation due to different norms for dissent.
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Introduction

This chapter discusses the results and implications of a two-part research study and considers how boundaries between professionals and managers can be expressed through differences in language in two Australian contexts: between researchers and managers in temporary hybrid industry-research organizations and within the same individual performing a hybrid clinician- manager role in hospital settings. The results of these two studies add to the professional identity and culture literature and may benefit organizations experiencing communication challenges between professionals and managers. An overview of the two contexts is provided, first the Australian Cooperative Research Centre (CRC) context is introduced, followed by the creation of the hybrid clinician manager in Australian health care organizations. This is followed by examples of how professional identity influences communication between professionals and managers.

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