Social enterprise in health organisation and management: hybridity or homogeneity?

Abstract

Purpose

The purpose of this paper is to reflect on social enterprise as an organisational form in health organisation and management.

Design/methodology/approach

The paper presents a critique of the underlying assumptions associated with social enterprise in the context of English health and social care.

Findings

The rise of social enterprise models of service provision reflects increasingly hybrid organisational forms and functions entering the health and social care market. Whilst at one level this hybridity increases the diversity of service providers promoting innovative and responsive services, the paper argues that further inspection of the assumptions associated with social enterprise reveal an organisational form that is symbolic of isomorphic processes pushing healthcare organisations toward greater levels of homogeneity, based on market‐based standardisation and practices. Social enterprise forms part of isomorphic processes moving healthcare organisation and management towards market “norms”.

Originality/value

In line with the aim of the “New Perspectives section”, the paper aims to present a provocative perspective about developments in health and social care, as a spur to further debate and research in this area.

Citation

Millar, R. (2012), "Social enterprise in health organisation and management: hybridity or homogeneity?", Journal of Health Organization and Management, Vol. 26 No. 2, pp. 143-148. https://doi.org/10.1108/14777261211230817