Abstract
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Abstract
Details
Keywords
Gabriela Uribe, Carmen Huckel Schneider, Ferdinand Mukumbang, Hueiming Liu, Susan Woolfenden, Tabitha Jones, James Gillespie, Harriet Hiscock, Fiona Haigh, Sharon Goldfeld, Ilan Katz, Andrew Page, Vicki Giannopoulos, Paul Haber, Nick Goodwin, Teresa Anderson, John Eastwood and Michelle Cunich
In this paper, we aim to test the usefulness and contribute to the further development of analytical frameworks that guide research into integrated health and social care…
Abstract
Purpose
In this paper, we aim to test the usefulness and contribute to the further development of analytical frameworks that guide research into integrated health and social care initiatives.
Design/methodology/approach
This study uses case studies based in decentralised administrative areas within the New South Wales state health system using (1) the Innovative Policy Supports for Integrated Health and Social Care Programs Framework, (2) the Consolidated Framework for Implementation Research and (3) the Framework on the Emergence and Effectiveness of Global Health Networks to assess the quality of international policies and/or strategies and integrated health and social care networks.
Findings
This study facilitates and advances integrated health and social care knowledge, moving from the study of local initiatives to a higher-level taxonomy of integrated care initiatives and exploring the emergence and effectiveness of global integrated care knowledge exchange networks. This paper proposes the use of three different frameworks to assess enhancement of the integrated health and social care using an array of multi-level innovation efforts as case studies.
Research limitations/implications
This paper highlights the need for further research, and additional supports for formulating a single unified integrated health and social care framework that can assess innovations at multiple levels beyond local settings.
Practical implications
A stronger partnership with key stakeholders to enhance integrated health and social care research capabilities would be a feasible way to increase care and research capabilities in all sectors.
Social implications
Health and social care clinicians, consumer representatives, service managers, policymakers and network knowledge partners must co-design a unified framework that better reflects the large multi-level agenda for integrated health and social care system change.
Originality/value
This novel study examines the level of integration of local space-based health and social care interventions, develops a taxonomy of local health district and/or primary care network integrated care initiatives to locate the “local” within a broader policy context and evaluates the quality of international policies and/or strategies and integrated health and social care networks.
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Tony Smith, Sally Fowler-Davis, Susan Nancarrow, Steven Mark Brian Ariss and Pam Enderby
The purpose of this study is to review evidence on the nature of effective leadership in interprofessional health and social care teams.
Abstract
Purpose
The purpose of this study is to review evidence on the nature of effective leadership in interprofessional health and social care teams.
Design/methodology/approach
A critical review and thematic synthesis of research literature conducted using systematic methods to identify and construct a framework to explain the available evidence about leadership in interprofessional health and social care teams.
Findings
Twenty-eight papers were reviewed and contributed to the framework for interprofessional leadership. Twelve themes emerged from the literature, the themes were: facilitate shared leadership; transformation and change; personal qualities; goal alignment; creativity and innovation; communication; team-building; leadership clarity; direction setting; external liaison; skill mix and diversity; clinical and contextual expertise. The discussion includes some comparative analysis with theories and themes in team management and team leadership.
Originality/value
This research identifies some of the characteristics of effective leadership of interprofessional health and social care teams. By capturing and synthesising the literature, it is clear that effective interprofessional health and social care team leadership requires a unique blend of knowledge and skills that support innovation and improvement. Further research is required to deepen the understanding of the degree to which team leadership results in better outcomes for both patients and teams.