ArticleQuality management in health care
Sustainability in primary care and Mental Health Integration projects in Veterans Health Administration.
Article in Quality management in health care. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
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Who cites it
3 citing papers in PubMed.
- Influence of participation in a quality improvement collaborative on staff perceptions of organizational sustainability.BMC health services research · 2021Article
- Context Matters: Team and Organizational Factors Associated with Reach of Evidence-Based Psychotherapies for PTSD in the Veterans Health Administration.Administration and policy in mental health · 2017Article
- Family care map: Sustaining family-centered care in Polytrauma Rehabilitation Centers.Journal of rehabilitation research and development · 2014Article
Corrections and comments
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Authors and funding
4 authors.
Funding
Abstract
objectiveTo explore staff perceptions about sustainability, commitment to change, participation in change process, and information received about the change project within the Veterans Administration Primary Care and Mental Health Integration (PC-MHI) initiative and to examine differences from the Veterans Health Administration Mental Health Systems Redesign (MHSR) initiative. DATA SOURCES: Surveys of change team members involved in the Veterans Affairs PC-MHI and MHSR initiatives. STUDY
designOne-way analysis of variance examined the relationship between commitment, participation and information, and sustainability. Differences in PC-MHI sustainability were explored by location and job classification. Staff sustainability perceptions were compared with MHSR results. PRINCIPAL
findingsSustainability differed by staff discipline. Difference between MHSR and PC-MHI existed by job function and perceptions about the change benefits. Participation in the change process and information received about the change process were positively correlated with sustainability. Staff commitment to change was positively associated with staff perceptions about the benefits of change and staff attitudes toward change.
conclusionsSustainability is an important part of organizational change efforts. Change complexity seems to influence perception about sustainability and impacts staff perceptions about the benefits of change. These perceptions seem to be driven by the information received and opportunities to participate in the change process. Further research is needed to understand how information and participation influence sustainability and affect employee commitment to change.
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Registered trials
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