Developing an understanding of managerial capability: A pilot study of top SME managers in the healthcare sector

Abstract

The focus of this paper is upon how management is executed by top managers of community pharmacy SME's in Australia, during times of unprecedented business environment change. Using a qualitative interpretive methodology, the aim of this paper is to serve as a pilot study for a continuing project directed toward the research question: How can we understand managerial capability in relation to effective community pharmacy management? A preliminary conceptual framework is presented which suggests several managerial process interactions which indicate how the participants continue to make sense of and learn within their changing business environment. The framework is a guide for the continuing research. The discussion suggests linkages to the literature and relevant extant theory, which will be developed further in the ongoing research.