Evidence map›Paper›PMID 26055168›Full record

ArticleBMC complementary and alternative medicine2015

MERGING conventional and complementary medicine in a clinic department - a theoretical model and practical recommendations.

Marion Pérard, Nadine Mittring, David Schweiger, Christopher Kummer, Claudia M Witt

Abstract read
In one paragraph

Article in BMC complementary and alternative medicine, 2015. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 5 papers.

0numbers the graph read from it
0cells of the map it votes in
5citing papers in PubMed
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

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.

2 · The registry

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.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

5 citing papers in PubMed.

  1. Establishing an integrative oncology service in the Australian healthcare setting-the Chris O'Brien Lifehouse Hospital experience.Supportive care in cancer : official journal of the Multinational Association of Supportive Care in Cancer · 2019
    Article
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  3. Review
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4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

5 authors.

Marion PérardInstitute for Social Medicine, Epidemiology and Health Economics, Charité - Universitätsmedizin, Berlin, Germany. marion.perard@gmail.com.
Nadine MittringInstitute for Social Medicine, Epidemiology and Health Economics, Charité - Universitätsmedizin, Berlin, Germany. nadine.mittring@charite.de.
David SchweigerSchweiger & Associates, Hilton Head Island, SC, USA. dschweiger@aol.com.
Christopher KummerInstitute of Mergers, Acquisitions and Alliances (IMAA), Zurich, Switzerland. kummer@imaa-institute.org.
Claudia M WittInstitute for Social Medicine, Epidemiology and Health Economics, Charité - Universitätsmedizin, Berlin, Germany. claudia.witt@uzh.ch.

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

backgroundToday, the increasing demand for complementary medicine encourages health care providers to adapt and create integrative medicine departments or services within clinics. However, because of their differing philosophies, historical development, and settings, merging the partners (conventional and complementary medicine) is often difficult. It is necessary to understand the similarities and differences in both cultures to support a successful and sustainable integration. The aim of this project was to develop a theoretical model and practical steps that are based on theories from mergers in business to facilitate the implementation of an integrative medicine department.

methodsBased on a literature search and expert discussions, the cultures were described and model domains were developed. These were applied to two case studies to develop the final model. Furthermore, a checklist with practical steps was devised.

resultsConventional medicine and complementary medicine have developed different corporate cultures. The final model, which should help to foster integration by bridging between these cultures, is based on four overall aspects: culture, strategy, organizational tools and outcomes. Each culture is represented by three dimensions in the model: corporate philosophy (core and identity of the medicine and the clinic), patient (all characteristics of the professional team's contact with the patient), and professional team (the characteristics of the interactions within the professional team).

conclusionOverall, corporate culture differs between conventional and complementary medicine; when planning the implementation of an integrative medicine department, the developed model and the checklist can support better integration.

Indexed as

Ambulatory Care FacilitiesComplementary TherapiesDelivery of Health CareHumansIntegrative MedicineModels, Theoretical

Identifiers

PMID26055168
PMCPMC4459674

What OpenQuestion holds

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Registered trials

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Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.