ObjectiveTo assess the reliability and validity of a shortened version of the Rainbow Model of Integrated Care (RMIC) measurement tool (MT). The original version of the measurement tool has been modified (shortened) for the Australian context.DesignValidation of the psychometric properties of the RMIC-MT.SettingHealthcare providers providing services to a geographically defined rural area in New South Wales (NSW), Australia.ParticipantsA sample of 56 healthcare providers providing mental and physical healthcare.Main outcome measuresThe psychometric properties of the tool were tested using principal component analysis for validity and Cronbach’s alpha for reliability.ResultsThe tool was shown to have good validity and reliability. The 35 items used in the shortened version of the tool were reduced to 29 items grouped into four dimensions: community-governance orientation, normative integration, functional integration and clinical-professional coordination.ConclusionsThe shortened version of the RMIC-MT is a valid and reliable tool that evaluates integrated care from a healthcare provider’s perspective in NSW, Australia. In order to assess the tool’s appropriateness in an international context, future studies should focus on validating the tool in other healthcare settings.
This paper explores the evolution of research collaboration networks in the ‘stakeholder theory and management’ (STM) discipline and identifies the longitudinal effect of co-authorship networks on research performance, i.e., research productivity and citation counts. Research articles totaling 6,127 records from 1989 to 2020 were harvested from the Web of Science Database and transformed into bibliometric data using Bibexcel, followed by applying social network analysis to compare and analyze scientific collaboration networks at the author, institution and country levels. This work maps the structure of these networks across three consecutive sub-periods (t1: 1989–1999; t2: 2000–2010; t3: 2011–2020) and explores the association between authors’ social network properties and their research performance. The results show that authors collaboration network was fragmented all through the periods, however, with an increase in the number and size of cliques. Similar results were observed in the institutional collaboration network but with less fragmentation between institutions reflected by the increase in network density as time passed. The international collaboration had evolved from an uncondensed, fragmented and highly centralized network, to a highly dense and less fragmented network in t3. Moreover, a positive association was reported between authors’ research performance and centrality and structural hole measures in t3 as opposed to ego-density, constraint and tie strength in t1. The findings can be used by policy makers to improve collaboration and develop research programs that can enhance several scientific fields. Central authors identified in the networks are better positioned to receive government funding, maximize research outputs and improve research community reputation. Viewed from a network’s perspective, scientists can understand how collaborative relationships influence research performance and consider where to invest their decision and choices.
PurposeDuring disturbances and unprecedented events, firms are required to be resilient to confront crises, recover from losses, and even capitalize on new opportunities. The aim of this paper is twofold: (1) to examine how different types of capabilities (routine, dynamic or ad hoc) steer an entrepreneurial firm into ecological, engineering and evolutionary resilience and (2) to identify strategic activities that are deployed by firms with different capabilities to achieve resilience.Design/methodology/approachData were gathered using structured qualitative interviews with 26 entrepreneurial resilient firms that managed to survive a multitude of coinciding crises.FindingsThe findings show that each type of capability enhances the ability to achieve a specific resilience outcome: ad hoc capability for partial engineering resilience, routine capability for ecological resilience and dynamic capability for evolutionary resilience. Furthermore, ad hoc capabilities are shown to be favored when firms' losses are severe. In contrast, routine and dynamic capabilities are preferred when losses are mild. The most significant capability deployment activities related to building resilience are corporate strategic changes, global export strategy, cost reduction, stakeholder support, positive mindset, fund raising, network building, product development, efficiency improvement and restructuring. These activities are segregated based on capability and resilience types.Practical implicationsPractitioners are encouraged to cast off limiting assumptions and beliefs that firms are conditioned to fail when faced with unprecedented crises. This study provides an integrative portfolio of capabilities and activities as a toolbox that can be used by different entrepreneurs and policy makers to achieve resilience and better performance.Originality/valueThe paper undertakes a first of its kind empirical examination of the association between capabilities and resilience. The context is unique as it involves a multitude of coinciding crises including Covid-19 pandemic, city explosion, economic collapse, political instability and a severe banking crisis.
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