Aim: To increase our understanding of challenges in implementing multidisciplinary organisational models in hospitals.
Background: Health-service policies internationally are pushing for multidisciplinary and patient-centred organising models but there are challenges involved in moving from profession- and discipline-based organising to the new solutions.
Method: Qualitative case study, interview and document data collected in real time following the implementation process.
Results: It was possible to argue for and against the new department applying either a business-like logic or a professional logic. The respective logics gave different prescriptions for how a hospital department should be organised.
Conclusion and implications for nursing management: The institutional logics perspective enables managers to understand resistance to new ways of organising work and may be useful in trying to foresee and handle challenges in implementing new organisation models. Managers need to analyse models carefully in terms of which parts may be seen as problematic in their own organisation, and invite all relevant stakeholders into participatory change processes. If the goal is to gather multiple professions and disciplines under one manager in order to increase patient centredness, arrangements must be made for professionals to stay connected to the wider community of practice centred around their specialized knowledge and skills.
Keywords: health service professionals; hospital departments; institutional logics; multidisciplinary nursing management; organisational change.
© 2018 John Wiley & Sons Ltd.