Beyond hybrid professionals: evidence from the hospital sector

The involvement of doctors in managerial roles seems to be the solution to reducing the friction between traditional professionalism and modern organizational paradigms. However, these “hybrid” professionals responded in different ways to these conflicting demands, and we need to better understand the contextual factors that explain such variation. The paper studies hybrid professionals in a hospital characterized by numerous organizational changes. The analysis shows that the taking up of hybrid managerial roles is enabled by a number of interrelated features of the social/organizational context.