Health> Vol.6 No.5, February 2014

Inter-organizational cooperation: A rehabilitation project based on cooperation between health care and three social service agencies

DownloadDownload as PDF (Size:100KB)  HTML    PP. 342-349  

ABSTRACT

Purpose: Cooperation between organizations is an often-suggested remedy for handling unsolved borderland problems. However, actual projects aiming at cooperation are seldom very successful. The purpose here is to highlight obstacles related to cooperation between different organizations based on a case study of a rehabilitation project where health care and several social service organizations (social insurance, social welfare, and the local employment agency) were involved. Data were gathered through participation and interviews. Findings: It seems that efficient cooperation requires an understanding of the participating organizations’ differences in work logic as well as work practices. Furthermore, only certain fairly standardized “normal” problems may be handled through organized cooperation while non-routine exceptional problem requires a more fully integrated work organization. Implications: Obstacles to cooperation are highlighted and ways to improve the possibilities of cooperation between organizations are suggested although such possibilities are generally hampered by differences in work logic.

Cite this paper

Rudenstam, N. and Holmberg, L. (2014) Inter-organizational cooperation: A rehabilitation project based on cooperation between health care and three social service agencies. Health, 6, 342-349. doi: 10.4236/health.2014.65050.

References

[1] Meyer, J.W. and Rowan, B. (1977) Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340-363.
http://dx.doi.org/10.1086/226550
[2] Kreiner, K. and Schultz, N. (1993) Informal collaboration in R & D: The formation of networks across organizations. Organization Studies, 14, 189-209.
http://dx.doi.org/10.1177/017084069301400202
[3] Hage, J. and Alter, C. (1997) A typology of inter-organizational relationships and networks. In: Hollingsworth-Rogers, J. and Boyer, R., Eds., Contemporary Capitalism: The Embeddedness of Institutions, Cambridge Univ. Press. Cambridge, 94-126.
http://dx.doi.org/10.1017/CBO9781139174701.004
[4] Bang, E. and Rudenstam, N.-G. (1984) Betingelser för samverkan (Conditions of Organized Cooperation). Socialmedicinsk Tidskrift, 61, 139-144
[5] Shortell, S.M., Gillies, R.R. and Anderson, D.A. (1994) The new world of managed care: Creating organized delivery systems. Health Affairs, 13, 46-64.
http://dx.doi.org/10.1377/hlthaff.13.5.46
[6] FRISAM (2000) Identifying hindrances and success factors in cooperation. Samverkan inom rehabilitering-sområdet, Stockholm.
[7] Hardy, B., Mur-Veeman, I., Steenbergen, M. and Wistow, G. (1999) Inter-agency services in England and the Netherlands: A comparative study of integrated care development and delivery. Health Policy, 48, 87-105.
http://dx.doi.org/10.1016/S0168-8510(99)00037-8
[8] Friedman, L. and Goes, J. (2001) Why integrated health networks have failed. Frontiers of Health Services Management, 17, 3-28.
[9] Stewart, A., Petch, A. and Curtice, L. (2003) Moving towards integrated working in health and social care in Scotland: From Maze to Matrix. Journal of Interprofessional Care, 17, 335-350.
http://dx.doi.org/10.1080/13561820310001608177
[10] Burns, L.R. and Pauly, M.V. (2002) Integrated delivery networks: A detour on the road to integrated health care? Health Affairs, 21, 128-143.
http://dx.doi.org/10.1377/hlthaff.21.4.128
[11] Moynihan, R. (2004) Evaluating health services: A reporter covers the science of research synthesis. Millbank Memorial Fund, New York.
[12] Cookson, R. (2005) Evidence-based policy making in health care: What it is and what it isn’t. Journal of Health Services Research & Policy, 10, 118-121.
http://dx.doi.org/10.1258/1355819053559083
[13] Gillies, R.R., Chenok, K.E., Shortell, S.M., Pawlson, G. and Wimbush, J.J. (2006) The impact of health plan delivery system organization on clinical quality and patient satisfaction. Health Services Research, 41, 1181-1191.
[14] Tubin, D. and Levin-Rozalis, M. (2008) Interorganizational cooperation: The structural aspect of nurturing trust. International Journal of Public Sector Management, 21, 704-722.
[15] Suter, E., Hyman, M. and Oelke, N. (2007) Measuring key integration outcomes: A case study of a large urban health centre. Health Care Management Review, 32, 226-235. http://dx.doi.org/10.1097/01.HMR.0000281624.43611.dd
[16] Holmberg, L. (2006) Task uncertainty and rationality in medical problem solving. International Journal for Quality in Health Care, 18, 458-462.
[17] Barley, S.R. and Kunda, G. (2001) Putting work back in. Organization Science, 12, 76-95.
http://dx.doi.org/10.1287/orsc.12.1.76.10122
[18] Holmberg, L. and Rudenstam, N.-G. (2010) Verksamhet-slogik och teknologi som bas för samverkan. In: Dychawy-Rosner, I., Ed., Samarbete för hälsa—Lärande och utveckling i mångprofessionellt samarbete, Studentlitteratur, Lund, 151-178.
[19] Lindberg, A. (2000) When good intentions meet reality. Human work Sciences/Industrial Work Environment Luleå Univ., Luleå.
[20] Blomquist, C. and Jacobsson, B. (2002) Dreams about future. Studentlitteratur, Lund.
[21] Weick, K.E. (1995) Sense making in Organizations. Sage, Thousand Oaks.
[22] Stacey, R.D. (2001) Complex responsive processes in organizations. Routledge, New York.
[23] Alvesson, M. (2001) Knowledge work: Ambiguity, image and identity. Human Relations, 54, 863-886.
http://dx.doi.org/10.1177/0018726701547004
[24] Brunsson, N. (2006) Mechanisms of hope: Maintaining the dream of the rational organization. Liber, Malmö.
[25] Brunsson, N. (2002) The organisation of hypocrisy. Talk, decisions and actions. Abstract/Liber, Malmö.
[26] Tsoukas, H. (1998) Forms of knowledge and forms of life in organized contexts. In: Chia, R., Ed., In the Realms of Organizations, Routledge, New York.
http://dx.doi.org/10.4324/9780203209035_chapter_2
[27] Czarniawska, B. (1998) A narrative approach to organizational studies. Sage, London.
[28] Corvellec, H. and Holmberg, L. (2010) Organizations’ work-days—Observed from below. Liber, Malmö.
[29] Martin, J. (2002) Organizational culture: Mapping the Terrain. Sage Publ., Thousand Oaks.
[30] Argyris, C. (1974) The Applicability of Organizational Sociology. Cambridge, MA: Cambridge Univ. Press.
[31] March, J.G. and Simon, H.A. (1958) Organizations. Wiley, New York.
[32] Perrow, C. (1986) Complex Organizations—A Critical Essay. McGraw-Hill, New York.
[33] Lipsky, M. (1980) Street-level Bureaucracy. Dilemmas of the individual in public services. Russell Sage Foundation, New York.
[34] Berg, M., Schellekens, W. and Bergen, C. (2005) Bridging the quality chasm: Integrating professional and organizational approaches to quality. International Journal of Quality in Health Care, 17, 75-82.
http://dx.doi.org/10.1093/intqhc/mzi008
[35] Dowswell, G., Harrison, S. and Wright, J. (2001) Clinical guidelines: Attitudes, information processes and culture in English primary care. International Journal of Health Planning Management, 16, 107-124.
http://dx.doi.org/10.1002/hpm.618
[36] Panella, M., Marchisio, S. and Di Stanislao, F. (2003) Reducing clinical variation with clinical pathways: Do pathways work? International Journal of Quality in Health Care, 15, 509-521.
http://dx.doi.org/10.1093/intqhc/mzg057
[37] Sydney, M.D., Garg, P., Nyberg, D., Dawson, P.B., Pronovost, P.J., Mortlock, L., Rubin, H. and Wu, A.W. (2005) Critical pathway effectiveness: Assessing the impact of patient, hospital care, and pathway characteristics using qualitative comparative analysis. BMC Health Service Research, 40, 499-516.
http://dx.doi.org/10.1111/j.1475-6773.2005.0r370.x
[38] Schaeffer, P. and Loveridge, S. (2002) Towards an understanding of types of public-private cooperation. Public Performance and Management Review, 26, 169-189.
http://dx.doi.org/10.1177/1530957602238261

comments powered by Disqus

Copyright © 2014 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.