The impact of the NHS reforms, and the resulting purchaser‐provider split, has refocused attention on the relationship between management and medicine in acute hospitals. It is timely to assess the explanatory power of various theoretical models regarding the management‐medicine interface. Argues that this interface is currently rather fluid and that a dynamic and adaptive model is best suited to understanding the way in which doctors and managers develop their relationship within the changing policy context. Two examples illustrate these shifting boundaries.
Nio Ong, B., Boaden, M. and Cropper, S. (1997), "Analysing the medicine‐management interface in acute trusts", Journal of Management in Medicine, Vol. 11 No. 2, pp. 88-95. https://doi.org/10.1108/02689239710177710Download as .RIS
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