TY - JOUR
T1 - A delicate balance
T2 - how physicians manage change towards collaborative care within their institutions
AU - Vermond, Debbie
AU - de Groot, Esther
AU - de Wit, Niek
AU - Zwart, Dorien
N1 - Publisher Copyright:
© 2022, Debbie Vermond, Esther de Groot, Niek de Wit and Dorien Zwart.
PY - 2022/9/8
Y1 - 2022/9/8
N2 - Purpose: In response to the COVID-19 pandemic, in 2020–2022, the immutable and fragmented character of our healthcare system changed. Healthcare professionals and their institutional leads proved remarkably agile and managed to change toward collaborative care. The purpose of this paper is to examine experiences with collaborative practice in healthcare during the COVID-19 pandemic in two regions in the Netherlands, to explore and understand the relationship between policy and practice and the potential development of new collaborative care routines. Design/methodology/approach: Using a methodology informed by theories that have a focus on professional working practice (so called “activity theory”) or the institutional decision-makers (discursive institutionalism), respectively, the perspective of physicians on the relationship between policy and practice was explored. Transcripts of meetings with physicians from different institutions and medical specialities about their collaborative COVID-19 care were qualitatively analysed. Findings: The findings show how change during COVID-19 was primarily initiated from the bottom-up. Cultural-cognitive and normative forces in professional, collaborative working practice triggered the creation of new relationships and sharing of resources and capacity. The importance of top-down regulatory forces from institutional leads was less evident. Yet, both (bottom-up) professional legitimacy and (top-down) institutional support are mentioned as necessary by healthcare professionals to develop and sustain new collaborative routines. Practical implications: The COVID-19 crisis provided opportunity to build better healthcare infrastructure by learning from the responses to this pandemic. Now is the time to find ways to integrate new ways of working initiated from the bottom-up with those longstanding ones initiated from top-down. Originality: This paper presents a combination of theories for understanding collaboration in healthcare, which can inform future research into collaborative care initiatives.
AB - Purpose: In response to the COVID-19 pandemic, in 2020–2022, the immutable and fragmented character of our healthcare system changed. Healthcare professionals and their institutional leads proved remarkably agile and managed to change toward collaborative care. The purpose of this paper is to examine experiences with collaborative practice in healthcare during the COVID-19 pandemic in two regions in the Netherlands, to explore and understand the relationship between policy and practice and the potential development of new collaborative care routines. Design/methodology/approach: Using a methodology informed by theories that have a focus on professional working practice (so called “activity theory”) or the institutional decision-makers (discursive institutionalism), respectively, the perspective of physicians on the relationship between policy and practice was explored. Transcripts of meetings with physicians from different institutions and medical specialities about their collaborative COVID-19 care were qualitatively analysed. Findings: The findings show how change during COVID-19 was primarily initiated from the bottom-up. Cultural-cognitive and normative forces in professional, collaborative working practice triggered the creation of new relationships and sharing of resources and capacity. The importance of top-down regulatory forces from institutional leads was less evident. Yet, both (bottom-up) professional legitimacy and (top-down) institutional support are mentioned as necessary by healthcare professionals to develop and sustain new collaborative routines. Practical implications: The COVID-19 crisis provided opportunity to build better healthcare infrastructure by learning from the responses to this pandemic. Now is the time to find ways to integrate new ways of working initiated from the bottom-up with those longstanding ones initiated from top-down. Originality: This paper presents a combination of theories for understanding collaboration in healthcare, which can inform future research into collaborative care initiatives.
KW - Integrated healthcare
KW - Management of change
KW - Organisational development
UR - http://www.scopus.com/inward/record.url?scp=85137925597&partnerID=8YFLogxK
U2 - 10.1108/JICA-04-2022-0027
DO - 10.1108/JICA-04-2022-0027
M3 - Article
SN - 1476-9018
VL - 30
SP - 125
EP - 137
JO - JOURNAL OF INTEGRATED CARE
JF - JOURNAL OF INTEGRATED CARE
IS - 5
ER -