Holly Lister, Anna Marie Toto, Stephanie Marcello, Thomas O’Kane and Katie Hilton
Integrated care (IC) improves patient outcomes, patient and provider experiences and healthcare costs. Still, education and interprofessional experiential training in IC is…
Abstract
Purpose
Integrated care (IC) improves patient outcomes, patient and provider experiences and healthcare costs. Still, education and interprofessional experiential training in IC is limited. There is a lack of studies examining current practices, perceptions and barriers to implementing IC training. Specifically, no studies to date assess training and practice across multiple health professions and roles (student/faculty/clinicians) within an academic medical institution or university, a gap this study sought to address.
Design/methodology/approach
This cross-sectional study examined current clinical and training practices, attitudes about IC and barriers to IC practice, learning and training through a survey distributed to faculty, clinicians and students (n = 220) in nine departments of health professions within a large academic health system.
Findings
The majority of respondents reported that activities promoting IC occur often, including consultation with other professions in patient care settings, incorporation of IC concepts into teachings and interprofessional learning opportunities. Respondents endorsed willingness to practice IC, high perceived benefits of IC on patient outcomes and cultural benefits of IC. The most strongly endorsed barriers were related to resources and organizational culture. Knowledge barriers were not strongly endorsed.
Originality/value
In the most comprehensive study of attitudes toward IC to date, clinicians, students and faculty alike endorsed favorable attitudes about IC, supporting the acceptability of incorporating IC education and training into curricula. IC is seen as enhancing experiences, competence and professional marketability of providers-in-training, indicating it is a desired focus of future practice for many healthcare providers.
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Karynne Turner, Cynthia Miree and Addington Coppin
The purpose of this article is to highlight manufacturing challenges faced by firms and present a framework that can be used to guide managers on the benefits and risks of…
Abstract
Purpose
The purpose of this article is to highlight manufacturing challenges faced by firms and present a framework that can be used to guide managers on the benefits and risks of balancing between social and human capital to address firm goals and outcomes related to quality or productivity.
Design/methodology/approach
The article provides a brief review of the literature and provides guidance to managers on how to best align human and social capital with the firm's strategic orientation.
Findings
Firms must balance their investments in the development and leveraging of their employees' human and social capital for maximum impact on the firm's strategic goals.
Originality/value
As more manufacturing jobs continue to return to the US, firms will need to learn or re(learn) how to best prepare and leverage their workforce to support the firm's overall strategic goals. This article provides managers with an intuitive conceptual framework for making those decisions.