Navigating the drivers of doctor-managers’ innovative work behaviour: the strength of organizational identification

Background: In the context of publicly funded universalistic health systems, the NPM reforms have led to a redefinition of the responsibilities of doctors heading hospitals’ operational units, resulting in the emergence of “doctor-managers” who bear both traditional clinical and new managerial tasks. Innovative Work Behaviour (IWB) may represent a key factor to enable the effective fulfilment of the dual role by these middle managers. However, the psychological and cognitive boundaries associated with role hybridization can delay or even prevent the emergence of IWB. Purpose: Grounded in the social identity theory, the aim of this study was to explore the individual-level drivers of doctor-managers’ IWB. In particular, it has been analysed the antecedent role of organizational identification (OI) and satisfaction with the managerial role. Methodology: Primary data were collected by administering a survey to doctor-managers working in the Italian National Health Service. A linear regression model was performed to test the research design. Findings: The findings of the study demonstrated that the degree of OI positively influences doctor-managers’ satisfaction with the managerial role. This latter, in turn, positively impact doctor-managers’ IWB. Conclusions: This evidence contributes to the dearth of research on the individual drivers of doctor-managers’ IWB. To stimulate the development of IWB, hospital top managers should adopt an individual approach that allows them to regulate doctor-managers’ identity by strengthening their affective bond to the respective organization.