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Human Relations
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Accounting for the `dark side' of new organizational forms: The case of healthcare professionals

Graeme Currie

Nottingham University Business School, graeme.currie{at}nottingham.ac.uk

Rachael Finn

Institute for Science and Society, University of Nottingham, rachael.finn{at}nottingham.ac.uk

Graham Martin

Institute for Science and Society, Nottingham

Our study responds to a call for research to integrate institutional, organizational and individual levels of analysis in examining the implications for work and employment relations of new organizational forms. We empirically examine the implementation of network forms of genetics healthcare delivery that cross organizational and professional boundaries. We highlight that less powerful professional groups may find difficulty in enacting boundary-spanning roles associated with new organizational forms. This is due, first, to inconsistency of government policy, which fragments organizations. Second, professional institutions sustain professional hierarchy and power differentials.

Key Words: employment • healthcare organizations • human resources and industrial relations • institutional theory • public management

Human Relations, Vol. 61, No. 4, 539-564 (2008)
DOI: 10.1177/0018726708091018
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