The Creation of an Institutional Commons: Institutional and Individual Benefits and Risks in Global Health Interprofessional Education

Pfeifle, Andrea; Earnest, Mark

doi:10.1111/jlme.12187

Cited by 13 publications

(6 citation statements)

References 10 publications

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“…Ostrom noted that “a competitive market—the epitome of private institutions—is itself a public good” (Ostrom, 1990, p. 15). However, voids in such market‐based institutions occur because of a “provision problem” (Pfeifle & Earnest, 2014, p. 47) whereby “the state lacks the information or the ability to design institutions that are conducive to economic exchange (Ostrom, 1990)” (Dorobantu et al, 2017, p. 125). Other actors may then seek to palliate this lack of public institutions by creating alternative institutional infrastructure to “reduce institutional costs for those that voluntarily commit to (them)” (Dorobantu et al, 2017, p. 117).…”

Section: Literature and Formulation Of Patternsmentioning

confidence: 99%

The firm as an architect of polycentric governance: Building open institutional infrastructure in emerging markets

Gatignon

Capron

2020

Strategic Management Journal

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Research Summary We apply pattern‐matching techniques to contrast qualitative case study data with perspectives from strategic management and institutional economics about how a firm can address voids in market‐based institutions. We identify a novel approach whereby the firm builds an open institutional infrastructure (OII) by investing in a pool of resources widely accessible beyond its exchange partners. To collectively govern OII, the firm must empower other actors within multilateral cross‐sector partnerships, and it must enforce the resulting rules through relational norms based on alignment between public and private value creation. These findings, achieved by adapting Elinor Ostrom's principles of polycentric governance to corporate actors who take the lead in building OII, advance our understanding of new organizational forms that transcend the traditional boundaries of firms and markets. Managerial Summary Emerging markets typically present additional obstacles for business operations because they lack the necessary underlying institutional infrastructure such as access to capital and labor markets. We introduce a new way for firms to overcome these obstacles—which we call building an OII—by investing in such infrastructure themselves and making it available to their commercial partners, local communities, and even to competitors. Firms must empower those actors to take the lead in collectively defining the rules for accessing this infrastructure, by orchestrating cross‐sector partnerships. This process creates relational norms around the alignment of public and private interests, which ultimately can promote firms' competitive advantage.

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Section: Literature and Formulation Of Patternsmentioning

confidence: 99%

The firm as an architect of polycentric governance: Building open institutional infrastructure in emerging markets

Gatignon

Capron

2020

Strategic Management Journal

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“…University administrators Andrea Pfeifle (Indiana University Center for Interprofessional Health Education and Practice) and Mark Earnest (University of Colorado Anschutz Medical Campus) focus on how to overcome the significant administrative barriers to interprofessional programming on a university campus. In their article, "The Creation of an Institutional Commons: Institutional and Individual Benefits and Risks in Global Health Interprofessional Education," 13 Pfeifle and Earnest advocate a university "commons" (or shared resources) approach. Jeffery Johnson (UMB School of Nursing) and his colleagues in their paper, "Organizational Learning and the Development of Global Health Educational Capabilities: Critical Reflections on a Decade of Practice," 14 reflect on the internal and external conditions that enabled UMB faculty to create an interprofessional global health certificate housed at the UMB School of Nursing and whether their experience can act as a framework for other universities considering a similar program.…”

Section: Jon Mark Hirshon MD Mph Phd Facep Faaemmentioning

confidence: 99%

Introduction

Rowthorn¹,

Olsen²,

Hirshon³

2014

J. Law. Med. Ethics

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“…Interprofessional emergency response teams function at optimal levels when the team embraces and capitalizes on each member's experience and knowledge. 5 By embracing various cultural beliefs and attempting to understand the language barriers and cultural differences, the team builds a stronger foundation to improve team functioning and facilitate the achievement of shared goals.The Ebola response efforts provide an opportunity to evaluate intra-team and inter-team communication during disaster response and to initiate a discourse on ways to improve and facilitate communication and coordination among multiple stakeholders, spanning several countries and sectors. Examples of successful communication efforts during emergency responses should continue to be identified in the literature and referenced in training materials for preparedness planning.…”

mentioning

confidence: 99%

“…Effective communication between interprofessional teams is enhanced when working relationships are cordial and are characterized by respect and trust. Interprofessional emergency response teams function at optimal levels when the team embraces and capitalizes on each member’s experience and knowledge 5 . By embracing various cultural beliefs and attempting to understand the language barriers and cultural differences, the team builds a stronger foundation to improve team functioning and facilitate the achievement of shared goals.…”

mentioning

confidence: 99%

Responding to the 2014 Ebola Outbreak: The Value of Effective Interprofessional Communication During Emergency Response

Newell

Pittman

Pagano

et al. 2015

Disaster med. public health prep.

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I nfectious disease outbreaks demand rapid, thorough, and innovative response teams working collaboratively and using multiple channels of communication to decrease the impact and duration of the outbreak. 1 In ensuing paragraphs we use the 2014 Ebola outbreak response as a case study to demonstrate interprofessional collaborative practice in action and to highlight opportunities for the future integration of evidence-based interprofessional communication practices in applied global public health emergency response.The transmission of clear, accurate, and credible information is paramount in emergency response and disaster management. Communication practices that discourage jargon and discipline-specific terminology and that exploit multiple communication channels result in more effective information sharing. When used in conjunction with other evidence-based strategies such as transparency and trust building, the resulting outcome is enhanced communication among response team members and the affected communities.The Ebola response in West Africa provided some examples of best emergency response communication practices that are worth highlighting. In July 2014, Liberia in partnership with the Centers for Disease Control and Prevention reconfigured their incidence management system (IMS) to effectively delineate a chain of command and organizational structure to enhance communication and coordination among local, national, and international stakeholders in the operational response to the epidemic. 2 In Nigeria, health care providers and other Ebola response team members used CliniPAK, a mobile tool, to discuss case records and track the spread of the disease. 3 Evidence from the field also highlighted the potential impact of social media platforms on the Ebola response. The Twitter campaign @EbolaAlert, for example, was instrumental in information dissemination during the Ebola outbreak in Nigeria. 4 The effectiveness of communication tools, like CliniPAK and other mobile health (mHealth) communication technology, depends on their capacity to transmit salient information between multiple actors in a timely manner. However, the feasibility of using such technologies in public health disaster response depends on whether the necessary infrastructures are in place to facilitate their use. In developing parts of the world, where the infrastructural makeup of emergency response systems and the health care systems are less sophisticated, the use of low-tech communication channels such as face-to-face meetings and workshops, the use of trusted messengers, leaflets, brochures, or hotlines have been shown to be efficacious.Effective communication between interprofessional teams is enhanced when working relationships are cordial and are characterized by respect and trust. Interprofessional emergency response teams function at optimal levels when the team embraces and capitalizes on each member's experience and knowledge. 5 By embracing various cultural beliefs and attempting to understand the language barriers and cultural ...

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The Creation of an Institutional Commons: Institutional and Individual Benefits and Risks in Global Health Interprofessional Education

Cited by 13 publications

References 10 publications

The firm as an architect of polycentric governance: Building open institutional infrastructure in emerging markets

The firm as an architect of polycentric governance: Building open institutional infrastructure in emerging markets

Introduction

Responding to the 2014 Ebola Outbreak: The Value of Effective Interprofessional Communication During Emergency Response

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