Table 2.
Factor analysis on institutional logics.
| Factor 1 Entrepreneurial commercialism |
Factor 2 Duty to staff and patients |
Factor 3 Managerialism |
Factor 4 Public goods |
|
|---|---|---|---|---|
| Eigenvalue | 8.30 | 4.39 | 2.44 | 1.50 |
| Percent variance | 21.84 | 11.56 | 6.41 | 3.96 |
| Pattern matrix Loading | ||||
| 2 Supporting staff through personal difficulties | .587 | |||
| 3 Having a practice business plan | .435 | |||
| 4 Having harmonious relations in the practice | .630 | |||
| 5 My responsibility for the care provided | .489 | |||
| 6 Happy atmosphere amongst staff | .655 | |||
| 7 Opportunities to sell to the patient | .548 | |||
| 8 Reputation of the practice in the local community | .374 | |||
| 9 Maintaining business to secure staff employment | .517 | |||
| 11 Staff should share same work related values | .578 | |||
| 12 Identifying new business opportunities | .764 | |||
| 13 Practice endures for longstanding patients | .648 | |||
| 14 Retaining staff in the practice | .725 | |||
| 15 Receiving support from staff | .643 | |||
| 16 Equal care standards whether NHS or Private | .359 | .348 | ||
| 18 Discuss treatment options with patients | .408 | |||
| 19 Dentists professionally responsible for patients | .421 | |||
| 20 Financial implications of advising patients | .316 | |||
| 23 Patient satisfaction with care provided | .456 | |||
| 24 Accountable to commissioners for care | −.379 | .384 | ||
| 25 Review of practice policies and procedures | −.726 | |||
| 27 Care as part of a publicly funded system | .656 | |||
| 28 Expanding the practice as a business | .859 | |||
| 29 Building goodwill to enhance value of practice | .548 | |||
| 30 Paper trail of practice procedures | −.655 | |||
| 31 Payment schedule statistics for performance information | .403 | |||
| 32 Supporting staff through professional difficulties | .640 | |||
| 33 Using public money in cost-efficient way | .585 | |||
| 34 Feeling part of the NHS | .592 | |||
| 35 Expanding the practice as a business | .863 | |||
| 36 The branding of the practice | .741 | |||
| 39 Business aspects of the practice | .667 | |||
| 40 Positioning the practice in the market place | .772 | |||
| 42 Reducing population inequalities in oral health | .567 | |||
| 43 Adapting the business in a changing environment | .563 | |||
| 44 Remuneration in line with years of training/skills | .341 | |||
| 45 Identifying new business opportunities | .867 | |||
| 46 Regular review of practice policies and procedures | −.785 | |||
| 47 Being highly regarded by other local dentists | .404 | |||
| Factor intercorrelations | ||||
| Factor 1 Entrepreneurial commercialism | .19 | −.19 | .10 | |
| Factor 2 Duty to staff and patients | −.29 | .18 | ||
| Factor 3 Managerialism | −.15 |