Partner's engagement in community-based health promotion programs: a case study of professional partner's experiences and perspectives in Iran

Abstract

Community-based health promotion requires effective participation and partnership of diverse and numerous stakeholders from community as well as external professional organizations. Although effective partnership of stakeholders is often the key for success of health promotion practice and research, but this has proved to be a complex and challenging task. This study is an exploratory study to identify professional stakeholder's perspectives and experiences toward the partner's engagement challenges in community-based participatory research conducted in Population Research Centers in Iran. A qualitative study design with in-depth semi-structured interviews as data collection method was chosen. Using purposeful sampling technique, policy-makers and managers (mainly academics) involved in community-based participatory research in these centers were invited to be interviewed. Data were collected to the point where no new information was forthcoming. All interviews were taped and transcribed. To provide answers for research questions, qualitative content analysis was employed to extract emerging main themes from numerous cods. Findings were categorized in three main themes as Partnership's relationship and trust issues, Partnership's individual issues and Partnership's system issues. Although community-based participatory research in Iran benefits from more than a decade history and some physical infrastructures, but it seems that public health experts and researchers and other partner organizations are lagging behind in terms of capacities and competencies required to effectively utilize the available structure and opportunities. Hence, capacity development, both among professional partners and community may be the main way forward to tackling the future challenges for strengthening community actions but should include both levels of individuals and systems.

Does work engagement enhance general well-being and control at work? Mediating role of psychological capital

“…Engaged employees are vigorous, dedicated and absorbed in their workplace. Prior research suggests that these engaged employees are highly productive, and so organizations need to help them channel their energies in such a way that it leads to their well-being (Luthans et al, 2013) and greater CAW (Bahraminejad et al, 2015;Crabtree, 2013). However, one area that remains underresearched is the mechanism through which work engagement (WE) affects well-being and CAW (Schaufeli et al, 2008).Since most of the frontline jobs are considered "three cornered fights" with employees feeling that they are caught in the middle of constant demands by both their managers and customers (Bateson, 1985), scholars believe psychological capable employees can overcome this challenge.…”

Exploring health professionals´ experiences of being involved in a research project

“…In a study by Dave et al (2018), mutual respect and transparent communication were ranked as most important for creating and maintaining trust between academia and the public when involved in research. Furthermore, transparency and clear expectations are important for building trustful relationships (Grant et al, 2008) and poor communication can result in a lack of trust (Bahraminejad et al, 2015). Having trustful relationships is possible even if one party leads the project as long as there is shared decisionmaking (Plowfield et al, 2005).…”

Literature Review on Relationship Building for Community-academic Collaboration in Health Research and Innovation

“…It helps partners to understand each other's concerns, interests, and needs and incorporating them into the development agenda (Minkler et al, 2017), to implement strategies responsive to the needs, priorities, and values of the community (Huang, Lipman and Daniel Mullins, 2017) and to obtain synergy from all partners (CDC, 2011;Lasker, Weiss and Miller, 2001). It is also a key driver to university-community collaboration quality and success (Ahmed et al, 2016;Bahraminejad et al, 2015;Christopher et al, 2008;Serrell et al, 2009).…”