Collaboration: A concept analysis

Journal of Advanced Nursing (Impact Factor: 1.74). 12/1994; 21(1):103 - 109. DOI: 10.1046/j.1365-2648.1995.21010103.x


Collaboration is a complex phenomenon, yet one that is of significance to nursing This concept analysis presents definitions and defining characteristics of collaboration so that the concept may be used in the creation of operational definitions, or to develop and evaluate tools for measuring collaboration Antecedents, consequences and empirical referents of collaboration are explored Model, contrary and related cases are presented to clarify this concept further

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    • "Of greater significance, however, is how collaboration is manifested and the implications of such collaboration . The findings of this study corroborate with the attributes and antecedents identified by Henneman et al.'s (1995) concept analysis, and the review by San Martin-Rodriguez et al. (2005), which highlighted various intra/interpersonal and organisational factors within successful collaboration. Successful collaboration requires knowledge of and respect for the roles of other individuals, acceptance of differences and resolution of competing interests; acceptance of collective responsibility for shared decision-making towards a common goal (McCaffrey et al. 2012). "
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    ABSTRACT: AimTo explore intra-professional collaboration amongst nursing leadership teams at a tertiary referral hospital in Sydney.Background Effective working within a wide network of alliances is critical to patient outcomes. An understanding of collaboration amongst nursing leadership teams is essential within this context.MethodsA sequential explanatory mixed-methods design was used. The Collaborative Behaviour scale was sent to 106 Nurse Unit Managers, Nurse Educators and Clinical Nurse Consultants to measure pairwise collaborative behaviours; two follow-up focus groups with 15 participants were conducted. Data were collected between May 2012 and May 2013. A thematic analysis of focus group data provided a detailed explanation of the questionnaire findings.ResultsThe findings identified high collaboration between dyad groups. Two themes emerged from the thematic analysis: (1) professional role and expectations; with sub-themes of transparency and clarity of individual roles; and intra/interpersonal aspects of role functioning; and (2) organisational infrastructure and governance.Conclusion These leadership teams can be effective and powerful vehicles for change and are central to optimum patient outcomes. Organisational strategic planning and evaluation can benefit from understanding how to promote collaborative behaviours in these nurse leaders.Implications for nursing managementTo date, little research has explored collaboration amongst nursing leadership teams. Successful collaboration may contribute to the efficient use of nursing resources; improve patient outcomes, and ultimately, nurse satisfaction and retention.
    Journal of Nursing Management 11/2014; DOI:10.1111/jonm.12267 · 1.50 Impact Factor
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    • "The physiotherapists mostly mentioned interactions that took the form of unplanned information-sharing between providers, as well as referral to other providers. Hence, physiotherapists’ reported interprofessional practices in the private sector did not perfectly match often-found definitions of interprofessional collaboration that encompass intensive and formal types of interactions, usually between formal team members [38]. Our findings also show that interactions between physiotherapists and MDs are at the heart of physiotherapists’ interprofessional practices, as most of the physiotherapists’ reported interactions involved MDs. "
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    ABSTRACT: Background Collaboration and interprofessional practices are highly valued in health systems, because they are thought to improve outcomes of care for persons with complex health problems, such as low back pain. Physiotherapists, like all health providers, are encouraged to take part in interprofessional practices. However, little is known about these practices, especially for private sector physiotherapists. This study aimed to: 1) explore how physiotherapists working in the private sector with adults with low back pain describe their interprofessional practices, 2) identify factors that influence their interprofessional practices, and 3) identify their perceived effects. Methods Participants were 13 physiotherapists, 10 women/3 men, having between 3 and 21 years of professional experience. For this descriptive qualitative study, we used face-to-face semi-structured interviews and conducted content analysis encompassing data coding and thematic regrouping. Results Physiotherapists described interprofessional practices heterogeneously, including numerous processes such as sharing information and referring. Factors that influenced physiotherapists’ interprofessional practices were related to patients, providers, organizations, and wider systems (e.g. professional system). Physiotherapists mostly viewed positive effects of interprofessional practices, including elements such as gaining new knowledge as a provider and being valued in one’s own role, as well as improvements in overall treatment and outcome. Conclusions This qualitative study offers new insights into the interprofessional practices of physiotherapists working with adults with low back pain, as perceived by the physiotherapists’ themselves. Based on the results, the development of strategies aiming to increase interprofessionalism in the management of low back pain would most likely require taking into consideration factors associated with patients, providers, the organizations within which they work, and the wider systems.
    BMC Musculoskeletal Disorders 05/2014; 15(1):160. DOI:10.1186/1471-2474-15-160 · 1.72 Impact Factor
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    • "The search employed the following terms: 'novice', 'graduate' or 'entry-level nurse' and 'transition' or 'socialization' or 'entry to practice' were combined with 'interprofessional', 'multiprofessional', 'transprofessional', 'interdisciplinary', 'multidisciplinary', 'transdisciplinary' and 'collaboration', 'cooperation', 'teamwork', 'barriers', 'facilitators', 'challenges', 'support' and 'determinants'. IPC is conceptually characterized by: 'sharing', 'partnership', 'interdependency' and 'power' (Henneman et al. 1995, D'Amour et al. 2005); therefore, these search terms were also included in the search to fully capture all related literature . The search was limited to peer-reviewed qualitative and quantitative articles, published in English and whose outcomes reflected IPC (Table 1). "
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    ABSTRACT: To analyse critically the barriers and facilitators to new graduate nurse engagement in interprofessional collaboration. The acculturation of new graduate nurses must be considered in strategies that address the global nursing shortage. Interprofessional collaboration may support the transition and retention of new graduate nurses. Whittemore and Knafl's revised framework for integrative reviews guided the analysis. A comprehensive multi-step search (published 2000-2012) of the North American interprofessional collaboration and new graduate literature indexed in the CINAHL, Proquest, Pubmed, PsychINFO and Cochrane databases was performed. A sample of 26 research and non-research reports met the inclusion criteria. All 26 articles were included in the review. A systematic and iterative approach was used to extract and reduce the data to draw conclusions. The analysis revealed several barriers and facilitators to new graduate engagement in interprofessional collaboration. These factors exist at the individual, team and organizational levels and are largely consistent with conceptual and empirical analyses of interprofessional collaboration conducted in other populations. However, knowledge and critical thinking emerged as factors not identified in previous analyses. Despite a weak-to-moderate literature sample, this review suggests implications for team and organizational development, education and research that may support new graduate nurse engagement in IPC.
    Journal of Advanced Nursing 07/2013; 70(1). DOI:10.1111/jan.12195 · 1.74 Impact Factor
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