Development of integrated care in England and the Netherlands

Mur-Veeman, Ingrid; Hardy, Brian; Steenbergen, Marijke; Wistow, Gerald

doi:10.1016/s0168-8510(02)00215-4

Cited by 98 publications

(97 citation statements)

References 8 publications

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“…Consideration also needs to be given to the social, economic and political context that affects legal aspects, funding streams and broader integrating mechanisms, as they constitute significant determinants of the success of integrated service delivery models (Hardy 1999;Mur-Veeman 2003). Skinner et al 2007).…”

Section: Discussionmentioning

confidence: 99%

Ten Key Principles for Successful Health Systems Integration

Suter¹,

Oelke²,

Adair³

et al. 2009

hcq

350

479

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Integrated health systems are considered part of the solution to the challenge of sustaining Canada's healthcare system. This systematic literature review was undertaken to guide decisionmakers and others to plan for and implement integrated health systems.This review identified 10 universal principles of successfully integrated healthcare systems which may be used by decision-makers to assist with integration efforts. These principles define key areas for restructuring and allow organizational flexibility and adaptation to local context. The literature does not contain a one-size-fits-all model or process for successful integration, nor is there a firm empirical foundation for specific integration strategies and processes.

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Section: Discussionmentioning

confidence: 99%

Ten Key Principles for Successful Health Systems Integration

Suter¹,

Oelke²,

Adair³

et al. 2009

hcq

350

479

View full text Add to dashboard Cite

show abstract

“…Despite financing the projects, a big problem was the ministry"s " […] short-term, result driven political expectations […]" which ended in the requirement that ""a successful innovation can be incorporated in the regular system"" (van den Bosch, 2010). This is in line with Dutch policymaking which favored incremental innovations since the early 1990s (Mur-Veeman et al, 2003). …”

Section: The Ministry Level and Empowermentsupporting

confidence: 81%

The barriers to empowering niche-innovations in long-term care

Cramer¹

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PrefaceWith this preface, I first introduce how this thesis came into being. Secondly, I acknowledge the people who supported and influenced me during the four years of my research on niche-innovations.A bit more than four years ago, a day before I defended my master thesis on corporate diversification strategies at Tilburg University, I received an e-mail from my supervisor asking me if I would be interested in doing a PhD at the University of Twente. Five days later, it was December 23 rd 2009, a day before Christmas, Iwas sitting in Geert Dewulf's office, talking about the PhD trajectory for two and a half hours. The research project was about developing strategies in a nicheinnovation project that primarily concerned the cooperation of two long-term care organizations. It was subsidized by a transition program that aimed at changing the long-term care system. I was very interested in the topic as I saw a good opportunity to continue my research on strategy development. Yet in a new domain: long-term care. As it felt like the right time, the right place and the right people, I started my research in January 2010. Initially, being a fresh graduate who was boosted with pure confidence, I was keen to support the strategy development in the project. Throughout the four years, however, I learned that there are all kinds of barriers hindering the development of strategies for niche-innovations which show that the long-term care system has not been ready for change.While the project was running smoothly throughout 2010, it abruptly ended shortly after the subsidy ended in 2011. Hence, I had to look for other cases to develop strategies out of niche-innovations. I wrote a proposal that outlined how the lessons learned in the original project could be used in a new project. One of the participating long-term care organizations of the original project accepted the proposal in 2012. I started conducting interviews as well as holding a workshop to form new strategies out of niche-innovations. But half a year later, the project was cancelled due to an organizational restructuring. I was asked to use the insights in the previous project to re-write the proposal in order to develop integrated longterm care strategies. In 2013, I conducted another 20 interviews. But also this project was cancelled after my key contact person was fired. In the meantime, I integrated my ideas about strategy development in a proposal that we (Geert Dewulf, Hans Voordijk and I) wrote with researchers from Germany and Norway for the Framework Programme 7 (FP7) of the European Union. Unfortunately, our proposal scored just below the threshold. As a consequence of all these drawbacks, vi I started to refocus my research to highlight the importance of understanding the barriers to change so that future programs can enable the change of the long-term care system. In so doing, I used the data of the original project, and data from a retrospective study on two other niche-innovation projects that also participated in the transition program.Writing a th...

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“…In the network mode, integration is mainly achieved when different actors, outside the boundaries of a specific hierarchy, collaborate with one another through intensive communication (Axelsson & Axelsson 2009;Child & Faulkner 1998;Powell 1990). Mur-Veeman et al (2003) highlighted the importance of building networks across the formal boundaries of private and public care in order to develop and achieve integrated care through the use of social network theory and methodology.…”

Section: Propositionmentioning

confidence: 99%

“…Rather, they capitalized on the importance of strong ties, where the results of the study showed that healthcare services leaned towards strengthening their relationships with each to achieve integration among services. It was also shown that strong ties in a team of scientists and engineers were essential for solving complex problems (de Montjoye et al 2014) It has been evident that the absence of trust and strong relations between private and public health in Netherland and England is a barrier to achieve integrated care (Mur-Veeman et al 2003). In light of these arguments, it is anticipated that:…”

Section: Proposition 5: Efficiency Of An Ego's Network Position Is Pomentioning

confidence: 99%