Building an initial realist theory of partnering across National Health Service providers

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Building an initial realist theory of partnering across National Health Service providers. / Aunger, Justin; Millar, Ross; Greenhalgh, Joanne; Mannion, Russell; Rafferty, Anne Marie; McLeod, Hugh.

In: Journal of Integrated Care, 22.09.2020.

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@article{5b30d64008dd4473b8457b2fc177e8c9,
title = "Building an initial realist theory of partnering across National Health Service providers",
abstract = "Purpose – The National Health Service (NHS) is facing unprecedented financial strain. These significant economic pressures have coincided with concerns regarding the quality and safety of the NHS provider sector.To make the necessary improvements to performance, policy interest has turned to encouraging greater collaboration and partnership working across providers.Design/methodology/approach – Using a purposive search of academic and grey literature, this narrative review aimed (1) to establish a working typology of partnering arrangements for improvement across NHS providers and (2) inform the development of a plausible initial rough theory (IRT) of partnering to inform an ongoing realist synthesis.Findings – Different types of partnership were characterised by degree of integration and/or organisational change. A review of existing theories of partnering also identified a suitable framework which incorporated keyelements to partnerships, such as governance, workforce, leadership and culture. This informed the creation of an IRT of partnerships, which proposes that partnership “interventions” are proposed to primarily causechanges in governance, leadership, IT systems and care model design, which will then go on to affect culture, user engagement and workforce.Research limitations/implications – Further realist evaluation, informed by this review, will aim to uncover configurations of mechanisms, contexts and outcomes in various partnering arrangements and limitations. As this is the starting point for building a programme theory, it draws on limited evidence.Originality/value - This paper presents a novel theory of partnering and collaborating in healthcare with practical implications for policy makers and practitioners.",
keywords = "collaboration, partnership working, integrated care, integration, NHS, improvement",
author = "Justin Aunger and Ross Millar and Joanne Greenhalgh and Russell Mannion and Rafferty, {Anne Marie} and Hugh McLeod",
year = "2020",
month = sep,
day = "22",
doi = "10.1108/JICA-05-2020-0026",
language = "English",
journal = "Journal of Integrated Care",
issn = "1476-9018",
publisher = "Emerald",

}

RIS

TY - JOUR

T1 - Building an initial realist theory of partnering across National Health Service providers

AU - Aunger, Justin

AU - Millar, Ross

AU - Greenhalgh, Joanne

AU - Mannion, Russell

AU - Rafferty, Anne Marie

AU - McLeod, Hugh

PY - 2020/9/22

Y1 - 2020/9/22

N2 - Purpose – The National Health Service (NHS) is facing unprecedented financial strain. These significant economic pressures have coincided with concerns regarding the quality and safety of the NHS provider sector.To make the necessary improvements to performance, policy interest has turned to encouraging greater collaboration and partnership working across providers.Design/methodology/approach – Using a purposive search of academic and grey literature, this narrative review aimed (1) to establish a working typology of partnering arrangements for improvement across NHS providers and (2) inform the development of a plausible initial rough theory (IRT) of partnering to inform an ongoing realist synthesis.Findings – Different types of partnership were characterised by degree of integration and/or organisational change. A review of existing theories of partnering also identified a suitable framework which incorporated keyelements to partnerships, such as governance, workforce, leadership and culture. This informed the creation of an IRT of partnerships, which proposes that partnership “interventions” are proposed to primarily causechanges in governance, leadership, IT systems and care model design, which will then go on to affect culture, user engagement and workforce.Research limitations/implications – Further realist evaluation, informed by this review, will aim to uncover configurations of mechanisms, contexts and outcomes in various partnering arrangements and limitations. As this is the starting point for building a programme theory, it draws on limited evidence.Originality/value - This paper presents a novel theory of partnering and collaborating in healthcare with practical implications for policy makers and practitioners.

AB - Purpose – The National Health Service (NHS) is facing unprecedented financial strain. These significant economic pressures have coincided with concerns regarding the quality and safety of the NHS provider sector.To make the necessary improvements to performance, policy interest has turned to encouraging greater collaboration and partnership working across providers.Design/methodology/approach – Using a purposive search of academic and grey literature, this narrative review aimed (1) to establish a working typology of partnering arrangements for improvement across NHS providers and (2) inform the development of a plausible initial rough theory (IRT) of partnering to inform an ongoing realist synthesis.Findings – Different types of partnership were characterised by degree of integration and/or organisational change. A review of existing theories of partnering also identified a suitable framework which incorporated keyelements to partnerships, such as governance, workforce, leadership and culture. This informed the creation of an IRT of partnerships, which proposes that partnership “interventions” are proposed to primarily causechanges in governance, leadership, IT systems and care model design, which will then go on to affect culture, user engagement and workforce.Research limitations/implications – Further realist evaluation, informed by this review, will aim to uncover configurations of mechanisms, contexts and outcomes in various partnering arrangements and limitations. As this is the starting point for building a programme theory, it draws on limited evidence.Originality/value - This paper presents a novel theory of partnering and collaborating in healthcare with practical implications for policy makers and practitioners.

KW - collaboration

KW - partnership working

KW - integrated care

KW - integration

KW - NHS

KW - improvement

U2 - 10.1108/JICA-05-2020-0026

DO - 10.1108/JICA-05-2020-0026

M3 - Review article

JO - Journal of Integrated Care

JF - Journal of Integrated Care

SN - 1476-9018

ER -