Developing a market orientation in the Health Service: a survey of acute NHS Trusts in Scotland

Management School Office

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https://doi.org/10.1108/02689239610127789
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Developing a market orientation in the Health Service: a survey of acute NHS Trusts in Scotland. / Laing, A.W.; Galbraith, A.
In: Journal of Management in Medicine , Vol. 10, No. 4, 1996, p. 24-35.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Bibtex

@article{50ed18158aab4601b03a85b1983cafb0,

title = "Developing a market orientation in the Health Service: a survey of acute NHS Trusts in Scotland",

abstract = "Argues that the introduction of the quasi market mechanism into the Health Service has required that managers within NHS trusts acquire new managerial skills relating to market operations and, more importantly, reorientate their organizations towards the marketplace. Examines the pattern of development which has occurred within acute trusts across Scotland in the past three years, and argues that managers in the majority of trusts have developed a remarkably robust and relevant conceptualization of the nature and application of marketing within the NHS, reflecting the difficulties managers have faced in selling the concept of marketing to a generally sceptical body of clinicians. Notes, in part owing to such professional scepticism, that the development of marketing as an implementable approach to operations has lagged significantly behind the managerial conceptualization, although this cannot be attributed solely to resistance from clinicians and other health care professionals. Rather, suggests that such limited progress in implementing a market orientation reflects a range of {"}structural{"} barriers, both within individual trusts and the specific market environment faced by trusts.",

keywords = "article, economic aspect, economics, financial management, health personnel attitude, hospital administrator, human, manpower, national health service, organization and management, perception, psychological aspect, public hospital, statistics, United Kingdom, Attitude of Health Personnel, Economic Competition, Hospital Administrators, Hospitals, Public, Humans, Marketing of Health Services, Perception, Scotland, State Medicine",

author = "A.W. Laing and A. Galbraith",

year = "1996",

doi = "10.1108/02689239610127789",

language = "English",

volume = "10",

pages = "24--35",

journal = "Journal of Management in Medicine ",

issn = "0268-9235",

publisher = "MCB University Press",

number = "4",

}

RIS

TY - JOUR

T1 - Developing a market orientation in the Health Service: a survey of acute NHS Trusts in Scotland

AU - Laing, A.W.

AU - Galbraith, A.

PY - 1996

Y1 - 1996

N2 - Argues that the introduction of the quasi market mechanism into the Health Service has required that managers within NHS trusts acquire new managerial skills relating to market operations and, more importantly, reorientate their organizations towards the marketplace. Examines the pattern of development which has occurred within acute trusts across Scotland in the past three years, and argues that managers in the majority of trusts have developed a remarkably robust and relevant conceptualization of the nature and application of marketing within the NHS, reflecting the difficulties managers have faced in selling the concept of marketing to a generally sceptical body of clinicians. Notes, in part owing to such professional scepticism, that the development of marketing as an implementable approach to operations has lagged significantly behind the managerial conceptualization, although this cannot be attributed solely to resistance from clinicians and other health care professionals. Rather, suggests that such limited progress in implementing a market orientation reflects a range of "structural" barriers, both within individual trusts and the specific market environment faced by trusts.

AB - Argues that the introduction of the quasi market mechanism into the Health Service has required that managers within NHS trusts acquire new managerial skills relating to market operations and, more importantly, reorientate their organizations towards the marketplace. Examines the pattern of development which has occurred within acute trusts across Scotland in the past three years, and argues that managers in the majority of trusts have developed a remarkably robust and relevant conceptualization of the nature and application of marketing within the NHS, reflecting the difficulties managers have faced in selling the concept of marketing to a generally sceptical body of clinicians. Notes, in part owing to such professional scepticism, that the development of marketing as an implementable approach to operations has lagged significantly behind the managerial conceptualization, although this cannot be attributed solely to resistance from clinicians and other health care professionals. Rather, suggests that such limited progress in implementing a market orientation reflects a range of "structural" barriers, both within individual trusts and the specific market environment faced by trusts.

KW - article

KW - economic aspect

KW - economics

KW - financial management

KW - health personnel attitude

KW - hospital administrator

KW - human

KW - manpower

KW - national health service

KW - organization and management

KW - perception

KW - psychological aspect

KW - public hospital

KW - statistics

KW - United Kingdom

KW - Attitude of Health Personnel

KW - Economic Competition

KW - Hospital Administrators

KW - Hospitals, Public

KW - Humans

KW - Marketing of Health Services

KW - Perception

KW - Scotland

KW - State Medicine

U2 - 10.1108/02689239610127789

DO - 10.1108/02689239610127789

M3 - Journal article

VL - 10

SP - 24

EP - 35

JO - Journal of Management in Medicine

JF - Journal of Management in Medicine

SN - 0268-9235

IS - 4

ER -

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