The English NHS: facts and figures • The world’s largest publically funded health system • Provides comprehensive healthcar Den Hartog, D. N., & Koopman, P. L. (2011). Public Money & Management, 1999; 19(4): 15–22. At the same time, it is rather silent on how actors implement and change these media. Cross-sector collaboration in the high-poverty setting: Qualitative results from a community-based diabetes intervention. DOI: https://doi.org/10.1097/HMR.0000000000000063, Foster-Fishman PG, Salem DA, Allen NA, Fahrbach K. Facilitating interorganizational collaboration: The contributions of interorganizational alliances. Giddens A. DOI: https://doi.org/10.1258/jhsrp.2010.010082. Given sufficient public funding, activity coordination is enabled by centralised governance combined with a strong exercise of leadership activities (see next section) or shared governance combined with adequate governance processes [11]. 41]. one actor’s option to play two or more others against each other for his or her own benefit [22, 23]. DOI: https://doi.org/10.1097/HMR.0b013e3181c8b1f8, Martin GP, Currie G, Finn R. Leadership, service reform, and public-service networks: The case of cancer-genetics pilots in the English NHS. DOI: https://doi.org/10.1111/ijmr.12141, Minkman MM, Ligthart SA, Huijsman R. Integrated dementia care in The Netherlands: A multiple case study of case management programmes. As one of the few studies adopting this perspective, Tsasis et al. While a broad range of synonyms was used to include as many studies as possible, the search was narrowed with the term “inter-organisational” (and related synonyms) to exclude inter-personal, intra-organisational and other forms of networks. Owusu NO, Baffour-Awuah B, Johnson FA, Mohan J, Madise NJ. Integrated Primary and Community Care Implementation Leadership Committee Integrated Primary and Community Care Steering Committee General Practice Services Committee . Trust is a prerequisite for network members to express uncertainty [10] and share professional knowledge [71, 73]. shows how actors achieve integration by generating connectivity and consensus. Den Hertog, F., Groen, M., & Weehuizen, R. (2005). DOI: http://doi.org/10.5334/ijic.5420, Mitterlechner M. Leadership in Integrated Care Networks: A Literature Review and Opportunities for Future Research. A naturalistic study of MST dissemination in 13 Ohio communities. Further empirical investigations are needed to explore how actors cope with this challenge, assuming that persistent tensions are both media and consequences of leading in integrated care networks. Service delivery and community: Social capital, service systems integration, and outcomes among homeless persons with severe mental illness. 10th ed., New York: Free Press; 1950. In developing the ideas presented in this paper, I have benefited greatly from the continuous exchange with Johannes Rüegg-Stürm, Harald Tuckermann and Anna-Sophia Bilgeri. In V. E. Amelung, J. Sydow, & A. Windeler (Eds.). Milbank Quarterly, 1999; 77(1): 77–110. 39, 40]. ), Handbook integrated care, 2017; 221–236. DOI: https://doi.org/10.1023/A:1012915631956, Grusky O. Around the globe, policy makers and service providers view collaboration in inter-organisational networks as a promising approach for improving health systems [1, 2, 4]. Goodwin N, Stein V, Amelung V. What is integrated care? Journal of Biomedical Informatics, 2007; 40(4): 429–437. DOI: https://doi.org/10.1007/978-3-319-53600-2_1, Uhl-Bien M, Marion R. Complexity leadership in bureaucratic forms of organizing: A meso model. J Interprof Care, 2010; 24(6): 653–665. Over time, distributed actors adjust this context through ongoing interactions, enacting practices like promoting system awareness, building relationships and sharing information. Torn by several contradictions between opposite elements across levels, leadership appears to be less orderly than perhaps expected. Integrated care networks are enabled and constrained by competing priorities [43] and capacity and resource limitations within network member organisations [45]. At the network level, a number of authors theorise network-based care integration as a recursive relationship between leadership media and actors’ responses to them. DOI: https://doi.org/10.1136/bmjopen-2015-008593, Van Haute D, Roets G, Alasuutari M, Vandenbroeck M. Managing the flow of private information on children and parents in poverty situations: Creating a panoptic eye in interorganizational networks? DOI: https://doi.org/10.1111/j.1748-8583.2010.00144.x, Dinesen B, Seeman J, Gustafsson J. Some argue that activity coordination is facilitated by proximity among provider organisations [67, 77]. This is a preview of subscription content. International Journal of Integrated Care, 2011; 11. DOI: https://doi.org/10.5465/1556343, Schad J, Lewis MW, Raisch S, Smith WK. Future research could examine in more depth how leadership happens at the neighbouring policy and organisation levels of analysis and how it affects and is affected by the network level. DOI: https://doi.org/10.1016/j.healthpol.2003.11.005, Larsson LG, Back-Pettersson S, Kylen S, Marklund B, Gellerstedt M, Carlstrom E. A national study on collaboration in care planning for patients with complex needs. Strategic Management Journal, 2008; 29(13): 1465–1474. This definition has several implications. Aim: To investigate co-leadership in integrated health and social care, identify essential preconditions in fulfilling the management assignment, its operationalization and impact on provision of sustainable integration of health and social care. Of course, like other reviews, this paper has several limitations, including its particular definitions of integrated care, networks and leadership and a rather narrow focus on peer-reviewed articles in English-language journals with high impact factors. View biographies. Reinertsen, J. L., Bisognano, M., & Pugh, M. D. (2008). They also show that networks are affected by motivations and practices of network members’ senior leaders and boundary spanners. Health and Social Care in the Community, 2009; 17(5): 485–494. DOI: https://doi.org/10.1111/hsc.12719, Johnson P, Wistow G, Schulz R, Hardy B. Interagency and interprofessional collaboration in community care: The interdependence of structures and values. DOI: https://doi.org/10.2105/AJPH.2013.301842, Kominis G, Dudau, AI. A few studies analyse leadership media and leadership activities in their dynamic interplay. A., Miliner, D. S., Zimmerman, R. S., Maples, W. J., & Lindsay, M. E. (2009). Public Management Review, 2003; 5(3): 401–423. First, leadership can make a difference. To improve the quality of the sample, only articles that were published in top journals with a 5-year impact factor of 1.500 or more (as of June 2019) were included, which reduced the number of relevant articles to 280. Research also sheds light on the enabling and constraining effects of public performance control structures, illuminating how networks are constrained by backward looking structures that reward the success of single organisations [48, 54, 55]. examine how changes in hospital ownership structures affect hospitals’ pre-existing network ties with non-acute care providers [102]. Authors: Monica Duncan. DOI: https://doi.org/10.1002/hpm.1013, Li W, Islam A, Johnson K, Lauchande P, Shang X, Xu S. Understanding inter-organizational trust among integrated care service provider networks: A perspective on organizational asymmetries. Milbank Quarterly, 2016; 94(2): 392–429. Integrated leadership is the ability to influence your organization with strict moral codes to the extent that decisions and actions are governed by a set of inflexible values and ethical standards. Cham: Springer. Axelsson R, Axelsson, SB. Networks. The search was restricted to peer-reviewed articles in English-language journals. Managing the care of health and the cure of disease – Part I: Differentiation. DOI: https://doi.org/10.1016/j.leaqua.2009.04.007, Mitterlechner, M., 2020. Health Affairs, 2008; 27(3): 759–769. Anne Wojtak, DrPH, MHSc, Adjunct Faculty, University of Toronto, Canada. DOI: https://doi.org/10.1046/j.0887-378X.2003.00294.x, Korst LM, Aydin CE, Signer JMK, Fink A. 671–689. Enabled and constrained by leadership media, leadership activities are often imbued with tensions in the sense of persistent contradictions between opposite elements so that actors’ outcomes are not always as intended [23, 27, 28, 29]. More recently, researchers have made calls to pay greater attention to how leadership evolves in concrete social contexts like inter-organisational networks, and to study the interaction between these contexts and leaders’ activities [25, 26]. Long Range Planning, 2012; 45(2/3): 105–135. At the network level, many studies emphasise the role of network governance [ 105 ], i.e. Depending on the situation, networks are supported or constrained by pro-competitive policy reforms [6, 41, 42, 43, 44], government legislation [7, 44, 46, 47], financial incentives [11, 50, 51, 52] and intra-organisational changes like ownership transitions [102]. First, the findings indicate that the field tends to focus on leadership media (58 studies). DOI: https://doi.org/10.1177/0170840607088020, Tranfield D, Denyer D, Smart P. Towards a methodology for developing evidence-informed management knowledge by means of systematic review. International Journal of Integrated Care, 2011; 11(e122): 1–9. Placed between these views, Bode et al. International Journal of Integrated Care 20, no. Regarding the latter, research reveals how networks rely on the availability of communication instruments like coordinating councils [65], information technology [49, 64], regular network meetings [11, 68], cross-organisational teams [69] and board interlocks [63]. Leadership in organizations. The integrated care management model looks to move the patient to the most effective level of care—providing the right care, at the right time, at the right place, and with the right staff. Compare pay for popular roles and read about the team’s work-life balance. Coordinating nonprofit children’s behavioral health services: Clique composition and relationships. Some writers note that pro-competitive policy reforms increase inter-organisational collaboration, e.g. By challenging siloed care management infrastructure and operations, GE Healthcare Partners works with organizations to fundamentally transform how an integrated care management system operates. They tend to argue for shared governance in which activities are coordinated by all network members [45]. International Journal of Integrated Care. The influence of governmental policy on community health partnerships and community care networks: An analysis of three cases. Second, the leadership challenge is greater in inter-organisational networks than in traditional organisations due to a lack of hierarchical influence. DOI: https://doi.org/10.1186/s12913-019-4138-6, Bunger AC, Gillespie DF. Social Service Review, 1992; 66(4): 547–570. These decisions restrict the scope of evidence reported in this review at the expense of relevant research published in other journals, monographs, edited books and languages. At the network level, many studies emphasise the role of network governance [105], i.e. Integrated care, also known as integrated health, coordinated care, comprehensive care, seamless care, or transmural care, is a worldwide trend in health care reforms and new organizational arrangements focusing on more coordinated and integrated forms of care provision. London: Sage; 2009. pp. ICM Training is part of the Open Colleges Group. Information Systems Research, 2018; 29(2): 341–361. 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