The battle for inclusion in public sector mergers. Cases of health care and higher education

Abstract

In this paper three type of identity processes are discussed: reconstruction of professional identities in relation to the creation of business division management, identity construction in relation to different definitions of ‘customer focus’ in the interaction with students (InHolland case) and patients (UMCU case), and reconstruction of managerial identities in relation to merger motives (status and power issues in the InHolland case). It is argued that dilemmas stemming from these identity processes, such as professional autonomy versus transparent rules and teaching as a ‘calling’ versus performance orientation need to be addressed in order to make mergers successful. Blurring the distinction between managers and professionals by 'hybrid managers’ is no guarantee for a solution, because these hybrid managers may end up in a difficult position if they do not get the proper support, as shown by the UMCU case.