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.
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