A comparative analysis of entrepreneurial approaches within public healthcare organisations

This article examines the development of two distinct models of organising allied health professionals within two public sector health service organisations in Australia. The first case illustrated a mode of organising that facilitated a culture that focused on asset protection and whose external orientation was threat oriented because its disparate multiple identities operated as a fractured, fragmented and competitive set of profession disciplines. In this milieu, there was no evidence of entrepreneurial approaches being used. In contrast, the second case study illustrated a mode of organising that facilitated an entrepreneurial culture that focused on asset growth and an external orientation that was opportunity oriented because of the evolution of a strong superordinate allied health identity that operated as a single united health services stakeholder. This evolution was coupled with the emergence of a corporate boardroom model of management that is consonant with Savage et al. (1997) IDS/N model of management. Once this structure and strategy were in place, corporate entrepreneur ship became the modus operandi. Consequently, because the case study was a situation where corporate entrepreneurship existed in the public sector, it was possible to compare the factors that stimulate corporate entrepreneurship in Sadler's (2000) study with factors that were observed in our study.

Kierkegaard as a paradoxical therapist

The essential problem that Soren Kierkegaard is concerned with in his authorship is that of becoming a Christian. It is argued that Kierkegaard's authorial strategy reflects the principles of paradoxical psychotherapy. These principles indicate that both the psychological problem and its solution involve an ironic process. In the Kierkegaardian frame of reference, the situation of the immature self is paradoxical, and so is the pathway to full selfhood. The philistine and the aesthete attempt to secure autonomy and personal freedom through an external orientation. But the way to the self is inwards. Consequently, these personalities get caught in an ironic process. The further they push outwards, the further they move away from the locus of genuine selfhood and freedom. This immature form of life can only lead to a loss of self and the associated experience of despair. Paradoxically, Kierkegaard advocates the choice of despair as the way to find oneself in God.

Tradition, myth and the dilemma of Australian foreign policy

For a middle power with a relatively short history of framing a self determined foreign policy, Australia has actively sought to engage with both its immediate region and the wider world. Elite agreement on this external orientation, however, has by no means entailed consensus on what this orientation might involve in terms of policy. Consequently, two, often conflicting, traditions and their associated myths have informed Australian foreign policy-making. The most enduring tradition shaping foreign policy views Australia as a somewhat isolated bastion of Western civilisation. In this mode Australia's myth is pragmatic, but uncertain and sees Asia as both an opportunity and a potential threat which requires the support and counsel of culturally similar external powers engaged in the region to ensure stability. Against this, an alternative and historically later tradition crafted a foreign policy that advanced Australian independence through engagement with a seemingly monolithic and increasingly prosperous Asia. This paper explores the evolution and limitations of these foreign policy traditions and the myths that sustain them. It further considers what features of these traditions continue to have resonance in a region that has become more fluid and heterogeneous than it was during the Cold War and which requires a foreign policy flexibility that can address this complex and strategically uncertain environment.