Table 2.

Multiple logics in the dental practice field developed from service level data.

Ownership responsibility	Professionalism	Population health managerialism	Entrepreneurial commercialism
Composite principles
Authority and managerial responsibility for practice staff, reputation and servicing patients and community	Clinical excellence, altruism, best interest of patients, patient advocacy, technical knowledge, professional responsibility and self-governance	Trace and explain public expenditure; govern good practice.	Trading and opportunity with a focus on sustaining and developing a profitable business
Expression
Try to sustain the business long term for the sake of staff and patients	Patients are treated according to technical and ethical values	Patients are treated as a unit	Patients as a source of income
		Feel part of the NHS
Close relationships with staff. Sub-contracting is risky	Give the patients authoritative options	Be accountable via hierarchical bureaucracy for what you’ve done and why	Conscious of the market and consumers' wishes.
Ownership is beyond owning the enterprise - it concerns setting practice ethos	Gatekeeper – police what is available on the NHS	Meet targets	Excite wider demand
		Resources governed by need not demand
Concentrate on reputation of the practice amongst the local community	Treat NHS and private patients the same	See remuneration not based on balancing income and expenditure for individual patients	Commercial GDPs view income as ‘swings and roundabouts’
Close relationships with patients ‘coal face’ built on family/friends Emphasis on ‘our’/’my’ patients	Assert patients' best interests, charge structures second	Strategic priority (public policy) orientated	Range includes piece rate GDPs
		Population prevention strategies
	Keep abreast technically	Sub contract to others	Conscious of branding
	Individual clinician's are responsible for deciding what is best for the patient	Dispassionate, issue-based decision making	Business entrepreneurship
	Do not criticise other clinicians