Evidence map›Paper›PMID 35130097›Full record

ArticleJournal of health services research & policy2022

Inter-organisational collaboration enabling care delivery in a specialist cancer surgery provider network: A qualitative study.

Cecilia Vindrola-Padros, Angus Ig Ramsay, Georgia Black, Ravi Barod, John Hines, Muntzer Mughal, David Shackley, Naomi J Fulop

Open access · hybridAbstract read
PubMed Full text at PMC Publisher
In one paragraph

Article in Journal of health services research & policy, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.

0numbers the graph read from it
0cells of the map it votes in
3citing papers in PubMed
1.1field-weighted citation impact, top 21% of its field
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

3 citing papers in PubMed, 5 citations in OpenAlex.

  1. Article
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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

8 authors at 4 institutions in 1 country.

Cecilia Vindrola-PadrosSenior Research Fellow, Department of Targeted Intervention, University College London, London, UK.ORCID 0000-0001-7859-1646
Angus Ig RamsaySenior Research Fellow, Department of Applied Health Research, University College London, London, UK.
Georgia BlackPrincipal Research Fellow, Department of Applied Health Research, 4919University College London, London, UK.ORCID 0000-0003-2676-5071
Ravi BarodConsultant Urological Surgeon, Specialist Centre for Kidney Cancer, 4965Royal Free London NHS Foundation Trust, London, UK.
John HinesConsultant Urological Surgeon and London Cancer Urology Pathway Board Director, Department of Urology, 8964University College London Hospitals NHS Foundation Trust, London, UK.
Muntzer MughalConsultant General & Upper Gastrointestinal Surgeon, 8964University College London Hospitals NHS Foundation Trust, London, UK.
David ShackleyMedical Director, Greater Manchester Cancer and Manchester Academic Health Science Centre, Christie NHS Foundation Trust, Manchester, UK.
Naomi J FulopProfessor of Health Care Organisation and Management, Department of Applied Health Research, University College London, London, UK.
University College London · GBUniversity College London Hospitals NHS Foundation Trust · GBManchester Academic Health Science Centre · GBRoyal Free London NHS Foundation Trust · GB

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

objectiveTo explore the processes, challenges and strategies used to govern and maintain inter-organisational collaboration between professionals in a provider network in London, United Kingdom, which implemented major system change focused on the centralisation of specialist cancer surgery.

methodsWe used a qualitative design involving interviews with stakeholders (

resultsNetwork provider organisations established shared goals, maintained central figures who could create and sustain collaboration, and promoted distributed forms of leadership. Still, organisations continued to encounter barriers or challenges in relation to developing opportunities for mutual acquaintanceship across all professional groups; the active sharing of knowledge, expertise and good practice across the network; the fostering of trust; and creation of information exchange infrastructures fit for collaborative purposes.

conclusionCollaborative relationships changed over time, becoming stronger post-implementation in some areas, but continued to be negotiated where resistance to the centralisation remained. Future research should explore the sustainability of these relationships and further unpack how hierarchies and power relationships shape inter-organisational collaboration.

Indexed as

Cooperative BehaviorNeoplasmsDelivery of Health CareHumansLeadershipQualitative Researchcancer surgery provider networksinter-organisational collaboration

Identifiers

PMID35130097
PMCPMC9277336
OpenAlexW4210929267

What OpenQuestion holds

Textmetadata
LicenceCC BY
Read underepoch 390

Registered trials

None linked

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.