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And to keep America competitive, one commitment is necessary above all.
This contrasts with the opposite situation of physicians holding a defensively oriented competitive value commitment.
A competitive value commitment may be either transformative or defensive in orientation [ 24]).
Thereby, a transformative oriented competitive value commitment is developed towards the traditionally dominant logic of physicians.
This results in a transformative oriented competitive value commitment, aiming to change the traditionally dominant logic of the own group.
Instead of adopting the dominant hybrid logic, these physicians remain embedded in their traditional medical logic, thereby developing a defensive oriented competitive value commitment towards the hybrid logic.
As a result, we conclude that our research model holds for physicians embedded in the logic of medical professionalism thereby developing a defensively oriented competitive value commitment.
In the hospital context, physicians holding a transformative oriented competitive value commitment favour the newly dominant business logic over the traditionally dominant medical logic.
Their decision to engage in entrepreneurship is based on a defensive oriented competitive value commitment aimed at upholding values derived from medical professionalism.
One physician who did not participate in the entrepreneurial process and the governance of the clinic collided with the dominant hybrid logic, thereby developing a defensive oriented competitive value commitment.
Physicians embedded in the traditional logic of medical professionalism perceive high levels of bureaucracy and related power dependence on, and interest dissatisfaction with hospital management, resulting in a defensively oriented competitive value commitment.
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