How does ownership type influence the role orientation and professional autonomy of community pharmacy managers?

Abstract

9 5 As community pharmacists seek to redefine and expand their role in health care, the business structure in which the profession is practised is increasingly changing from small-scale entrepreneurship to corporate ownership. Among health professions, pharmacy is in a unique position — the large majority of community pharmacists practise their profession within an overtly commercial environment. On a daily basis the community pharmacist must balance professional and commercial responsibilities — providing a skilled service in the preparation and dispensing of medications while selling commodities for profit in distributing that medication.1 Within community pharmacies, pharmacy managers are intimately involved in both professional and business aspects of pharmacy practice. A business orientation and corresponding objectives that focus on maximizing shareholder value2 may not be in line with the professional objectives of pharmacy. As well, when pharmacists allow business objectives to influence their professional conduct — whether intended or not — commitment to the patient’s well-being can be compromised.3 While corporate, non-pharmacist ownership increases, opportunity to develop and introduce cognitive services, as well as participate in other professional activities with less reliable revenue potential, more in keeping with the professional ideal of pharmacy, may be limited.3-5 The purpose of this study is to increase our understanding of the challenges that exist for community pharmacy managers in Canada with regard to their dual role as professionals and businesspeople within various ownership structures. As well, how does ownership structure — independent, franchise, or corporate — relate to the role orientation and professional autonomy of community pharmacy managers?