Abstract
This ethnographic revisit of a general hospital aims to critically explore and describe the mechanisms of corporate culture change and how institutional excellence is facilitated and constrained by everyday management practices between 1996/1997 and 2014/2015. A five-month field study of day-to-day life in the hospital's nursing division was conducted by means of an ethnographic revisit, using participant-observation, semi-structured interviews, free conversations and documentary material. Using labour process analysis with ethnographic data from a general hospital, the corporate culture is represented as faceted, complex and sophisticated, lending little support to the managerial claims that if corporate objectives are realised, they are achieved through some combination of shared values, beliefs and managerial practices. The findings tend to support the critical view in labour process writing that modern managerial initiatives lead to tightened corporate control, advanced employee subjection and extensive effort intensification. The findings demonstrate the way in which the nursing employees enthusiastically embrace many aspects of the managerial message and yet, at the same time, still remain suspicious and distance themselves from it through misbehaviour and adaptation, and, in some cases, use the rhetoric against management for their own ends. What are the implications for clinical and managerial practitioners? The recommendations are to (1) develop managerial practitioners who are capable of managing change combined with the professional autonomy of clinical practitioners, (2) take care to practise what you preach in clinical and managerial reality, as commitment, consent, compliance and difference of opinion are signs of a healthy corporate culture and (3) consider the implications between social structures and human actions with different work behaviours on different levels involved. This ethnographic revisit considers data from a labour process analysis of corporate culture change in a general hospital and revisits the ways in which contradictory expectations and pressures are experienced by nursing employees and management practitioners spread 17 years apart.
Highlights
Paper type Research paperJournal of Health Organization and Management Vol 35 No 9, 2021 pp
Throughout the late 1980s and 1990s, there was ample support for the managerial idea of mobilising corporate culture as a way of replacing rigid bureaucracies and unclear communication lines with more people-centred, decentralised, humanitarian organisations involving cultural ideologies to coordinate productive and service-oriented activities (Peters and Waterman, 1982; Deal and Kennedy, 1982)
Final remarks and conclusion This ethnographic revisit is about nursing professionals within one hospital organisation “who work far too hard for too few rewards and are constantly pressured” by Jo-care’s chief executive officers (CEO) and his managers while making every attempt to support the patient clientele and their fellow nurses (Cooke, 2006, p. 239)
Summary
Journal of Health Organization and Management Vol 35 No 9, 2021 pp. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode. Special thanks go out to Firuzan Sari Kundt (MPH, MA) and Dr Patrick Kutschar for their skilful administrative assistance in managing the research project; Anke Kayser, MA, for her valuable assistance in data management and analysis; and Mara Steinbaugh-Ebner, BA, for her expert translating and proofreading services.
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