Livssituationer præget af mange komplekse psykosociale og helbredsmæssige problemstillinger fordrer en anden grad af tværfagligt samarbejde i social- og sundhedssektoren. En samtidig øgetfokusering på forebyggelse og sundhedsfremme har øget behovet for udvikling af kundskaber og kompetencer, som kan matche disse udfordringer. Målet med studiet er, at identificere mulige mønstre vedrørende erfaringer med udvikling af fælles kundskaber og kompetencer i tværfaglige team som arbejder forebyggende og sundhedsfremmende. Der er tale om et kvalitativt studie, som bygger på fokusgruppeinterview med deltagelse af 25professionelle fra ni team inden for social-og sundhedssektoren. Otte faggrupper var repræsenteret.Der blev anvendt en memoreret temaguide til interviewene. Grounded theory blev anvendt til dataanalyse. Studiets overordnede kernekategori blev defineret som: ”sociokulturel organisation sætter dagsordenen for udvikling af kundskaber og kompetencer”. Der fremkom yderligere tre hovedkategorier som relaterede sig til kernekategorien: ”det nødvendige professionelle fundament,”den forebyggende og sundhedsfremmende diskurs”, og ”de tavse kundskaber og kompetencer”. Konklusion: Hovedfundet i studiet viste at sociokulturel organisation har væsentlig indflydelse påtværfaglige teams muligheder for at udvikle kundskaber og kompetencer i det forebyggende og sundhedsfremmende arbejde. Skabes der ikke lærings- og refleksionsrumi praksisfællesskabernereduceres mulighederne for, at den ”tavse” kundskab sættes i spil med den eksplicitte kundskab / Situations of life characterised by numerous complex psychosocial and health problems demand another extent in interprofessional co-operation in social and health service. At the same timeincreased focus on prevention and health promotion have raised the necessity of knowledge andcompetence creation that is able to deal with these complex challenges. The aim of this study is to identify possible patterns of experience with creation of shared knowledgeand competence in interprofessional co-operation with focus on prevention and health promotion.The studyis based on qualitative interviews in focus groups and memorized theme guide was used.The analyzing process was based on grounded theory. 25 professionals represented eight occupationgroups from nine social and health service teams. The overall core categories emerge as: ”social cultural organization sets the agenda for creation of knowledge and competence”. Three additional overall categories related to the core category definedas: ”the needful professional foundation”, “the discourse of prevention and health promotion” and“the tacit knowledge and competence”. Conclusions: The overall findings pointed out the essential influence of the social culturalorganization on the possibility of the interprofessional co-operation to create shared knowledge in the prevention and health promotion. If space for learning and reflection in community of practice is not created the feasibility of meetings between tacit and explicit knowledge will be reduced / <p>ISBN 91-7997-099-0</p>

The need for faster, more flexible and less risky ways for organisations to expand their capabilities and competencies increasingly lead to the formation and proliferation of networking strategies and partners. Understanding the potential contribution that CoP membership can provide within these teams is a step towards developing and refining a strategy to support and enhance the speedy progression of the team towards a productive phase. The study shows that membership of researchers to the same or similar CoPs have some impact on the norming stage, and assist in reaching the performing / productive stage faster in team development. The survey in particular has indicated that similar standards, practices, terminology, ethics, standards, peer recognition, trust and a sense of belonging have more of an impact on the productive phase of team forming, than on the norming phase. The hard factors such as terminology, standards and similar practices have a strong correlation with the softer factors such as a sense of belonging and trust. This information should be utilised in both the socialisation processes in academic institutions as part of the education of professionals, as well as organisational approaches to Research and Development (R&D), information sharing and development of the researchers. The paper also highlights emerging organisational and strategic Best Practices currently prevalent in R&D teams and collaborative projects. It is clear that research collaborations cuts across the whole spectrum of business and management areas - from strategy, across intellectual property issues, finance, strategic human resource management, R&D management and innovation, knowledge management, organisational values and culture, and many more. To support innovation and R&D on a strategic level, both internally and on inter-firm collaborations, requires a review of the total organisational strategy, culture and norms in an organisation. Innovation and R&D support should be a holistic approach, with strategic and pro-active risk management supported by appropriate strategic human resources management and systems. Literature on CoPs, teams, social capital (SC), knowledge management (KM), intellectual capital (IC), intellectual property (IP), strategy and governance provide theoretical grounding. / Business Leadership / Ph. D.

The need for faster, more flexible and less risky ways for organisations to expand their capabilities and competencies increasingly lead to the formation and proliferation of networking strategies and partners. Understanding the potential contribution that CoP membership can provide within these teams is a step towards developing and refining a strategy to support and enhance the speedy progression of the team towards a productive phase. The study shows that membership of researchers to the same or similar CoPs have some impact on the norming stage, and assist in reaching the performing / productive stage faster in team development. The survey in particular has indicated that similar standards, practices, terminology, ethics, standards, peer recognition, trust and a sense of belonging have more of an impact on the productive phase of team forming, than on the norming phase. The hard factors such as terminology, standards and similar practices have a strong correlation with the softer factors such as a sense of belonging and trust. This information should be utilised in both the socialisation processes in academic institutions as part of the education of professionals, as well as organisational approaches to Research and Development (R&D), information sharing and development of the researchers. The paper also highlights emerging organisational and strategic Best Practices currently prevalent in R&D teams and collaborative projects. It is clear that research collaborations cuts across the whole spectrum of business and management areas - from strategy, across intellectual property issues, finance, strategic human resource management, R&D management and innovation, knowledge management, organisational values and culture, and many more. To support innovation and R&D on a strategic level, both internally and on inter-firm collaborations, requires a review of the total organisational strategy, culture and norms in an organisation. Innovation and R&D support should be a holistic approach, with strategic and pro-active risk management supported by appropriate strategic human resources management and systems. Literature on CoPs, teams, social capital (SC), knowledge management (KM), intellectual capital (IC), intellectual property (IP), strategy and governance provide theoretical grounding. / Business Leadership / Ph. D.