Inter-organisational collaboration enabling care delivery in a specialist cancer surgery provider network: A qualitative study
Ramsay, A. I. G.
Fulop, N. J.
AffiliationSenior Research Fellow, Department of Targeted Intervention, University College London, London, UK. Senior Research Fellow, Department of Applied Health Research, University College London, London, UK. Principal Research Fellow, Department of Applied Health Research, 4919University College London, London, UK. Consultant Urological Surgeon, Specialist Centre for Kidney Cancer, 4965Royal Free London NHS Foundation Trust, London, UK. Consultant Urological Surgeon and London Cancer Urology Pathway Board Director, Department of Urology, 8964University College London Hospitals NHS Foundation Trust, London, UK. Consultant General & Upper Gastrointestinal Surgeon, 8964University College London Hospitals NHS Foundation Trust, London, UK. Medical Director, Greater Manchester Cancer and Manchester Academic Health Science Centre, Christie NHS Foundation Trust, Manchester, UK. Professor of Health Care Organisation and Management, Department of Applied Health Research, University College London, London, UK.
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AbstractObjective To explore the processes, challenges and strategies used to govern and maintain inter-organisational collaboration between professionals in a provider network in London, United Kingdom, which implemented major system change focused on the centralisation of specialist cancer surgery. Methods We used a qualitative design involving interviews with stakeholders (n = 117), non-participant observations (n = 163) and documentary analysis (n = 100). We drew on an existing model of collaboration in healthcare organisations and expanded this framework by applying it to the analysis of collaboration in the context of major system change. Results Network provider organisations established shared goals, maintained central figures who could create and sustain collaboration, and promoted distributed forms of leadership. Still, organisations continued to encounter barriers or challenges in relation to developing opportunities for mutual acquaintanceship across all professional groups; the active sharing of knowledge, expertise and good practice across the network; the fostering of trust; and creation of information exchange infrastructures fit for collaborative purposes. Conclusion Collaborative relationships changed over time, becoming stronger post-implementation in some areas, but continued to be negotiated where resistance to the centralisation remained. Future research should explore the sustainability of these relationships and further unpack how hierarchies and power relationships shape inter-organisational collaboration.
CitationVindrola-Padros C, Ramsay AIG, Black G, Barod R, Hines J, Mughal M, et al. Inter-organisational collaboration enabling care delivery in a specialist cancer surgery provider network: A qualitative study. Journal of Health Services Research & Policy. SAGE Publications; 2022. p. 135581962110539.
JournalJournal of Health Services Research and Policy
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