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No description available.

The purpose of this exploratory sequential mixed methods study was to explore organizational contextual factors important to successful interprofessional collaboration (IPC) among primary care teams. In Phase 1, a single embedded case study design was utilized to understand how primary care teams describe IPC, the organizational contextual factors identified as most important to successful IPC, and differences in context between teams. In Phase 2, a quantitative survey was administered to primary care team members at 10 organizations to objectively measure the relationship between contextual factors identified in Phase 1 and IPC. In Phase 1, primary care team members generally described IPC positively with notable challenges to consistently collaborating as a team. Teams varied in terms of their team structure, physical layout of the practice, and organizational hierarchy of the practice. Organizational contextual factors that were deemed most important included team structure and resources, including staff, time, and communication tools; supportive, patient-centered culture, including team member support and expectations for IPC as the way to provide the best care to patients; leadership, including organizational leadership support and provider leadership; and organizational structure and resources, including status as a federally qualified health center (FQHC) and academic facility. In Phase 2, a strong, positive relationship was found between IPC and team member support and provider leadership. A moderate, positive relationship was found between IPC and team resources, clan culture, and perceived organizational support. A weak, positive relationship was found between IPC and patient-centered values. No statistically significant relationship was found between IPC and status as a FQHC or presence of a physician residency program. The findings support the importance of organizational context for IPC and suggest that organizational culture and leadership hold particular importance for IPC success.

With the traditional commercial model failing, U.S. news organizations are increasingly turning to various types of collaborations in order to produce news content. They are partnering with nonprofits, universities, creative groups, citizen journalists and other entities, many of them non-journalistic in nature. As a result, these diverse groups are increasingly having to negotiate different sets of values and priorities as they establish journalistic processes and create news content. This dissertation explores, first, the question of how the structure and makeup of such diverse collaborations influences the journalistic values and norms by which the effort abides; second, it examines how the processes of collaborations reflect these negotiated norms and values. The project seeks to shed light on the ways traditional journalistic boundaries are being expanded and the journalistic field transformed by new, non-traditional journalistic partners in collaborations. The qualitative study – which utilizes in-person and virtual ethnography, in-depth interviewing, and textual analysis – focuses on two different collaborations: a fledgling partnership called the Dallas Media Collaborative, which involves 14 different journalistic and non-journalistic partners working together to cover the topic of affordable housing in Dallas, Texas; and the Credible Messenger Reporting Project, which pairs professional journalists and community journalists in the coverage of gun violence in Philadelphia. The study finds that these partnerships demonstrate evidence of journalists expanding their traditional boundaries to include new partners in the process of creating news content, showing that collaboration can mark an attempt at field repair. These new partners are helping to re-envision the purpose of the field, with a much greater focus on public service and the goals of effecting social change and empowering communities; they are also forcing an expansion of the boundaries of what can be considered journalism – especially in terms of creative work and audience engagement. However, journalists often continue to enforce traditional values even amid the presence of non-traditional partners, and the power dynamics of traditional journalism are persistent. As a result, collaborations continue to be a site of constant of contested norms and values, evidenced both in journalistic processes and in the content that they produce. / Media & Communication

京都大学 / 新制・課程博士 / 博士(情報学) / 甲第24151号 / 情博第799号 / 新制||情||135(附属図書館) / 京都大学大学院情報学研究科社会情報学専攻 / (主査)教授 伊藤 孝行, 教授 吉川 正俊, 教授 緒方 広明, 特定准教授 LIN Donghui / 学位規則第4条第1項該当 / Doctor of Informatics / Kyoto University / DFAM

Dagens arbetsmarknad är i ständig förändring och den aktivitetsbaserade arbetsplatsen (ABW) har ökat i popularitet de senaste åren. ABW kännetecknas av olika arbetszoner som anpassas utifrån arbetsuppgifternas olika krav. Inom denna kontorstyp har den anställde inte ett personligt skrivbord utan ändrar istället plats beroende på uppgiften. Syftet med denna studie är att undersöka medarbetares erfarenheter av sociala faktorer som påverkar relationer på lång sikt på arbetsplatsen efter implementeringen av ABW. Denna studie fokuserar på långsiktiga effekter eftersom flera tidigare studier har undersökt kortsiktiga konsekvenser av ABW. Detta gjordes genom att genomföra nio intervjuer med medarbetare från en stor offentlig organisation i Sverige. De långsiktiga begränsningar och möjligheter som är förknippade med ABW analyserades med de teoretiska begreppen i den aktivitetsbaserade flexibla kontorsmodellen (A-FO-M). Resultaten visar att medarbetarna rörde sig i ett större socialt sammanhang och att relationerna mellan kollegor som inte tillhör samma team hade förbättrats och att kommunikationen generellt hade förbättrats. Det fanns delade meningar om förhållandet till kollegor inom samma team. Majoriteten upplevde att relationen mellan kollegorna förbättrades medan andra upplevde att den minskade. Studien visade också att ABW skapade möjligheter för medarbetare med arbetsuppgifter som innebar mycket samarbete och informationsutbyte eftersom det underlättar den typen av arbete och att chefer spelade en viktig roll för att upprätthålla teamsammanhållningen. Sammanfattningsvis gjorde zonerna det möjligt för anställda att reglera och kontrollera sina sociala relationer.

The overall purpose of this study was to examine the relevance of policy factors identified by Mulvale and Bourgeault (2007) on interprofessional collaboration in PHC, by soliciting stakeholders’ perspectives. / ABSTRACT Background: Interprofessional team-based approaches to primary health care (PHC) delivery have gained support in the literature. Interprofessional primary health care (IPC) models of service delivery allow for different professionals to work together to address patients’ needs. Family Health Teams (FHTs) are a newly introduced model of IPC delivery in Ontario. A variety of factors can influence collaboration between professionals in IPC teams. Purpose/Research Objectives: The purpose of this study was to examine stakeholders’ perspectives about policy factors that influence IPC team collaboration, using the example of FHTs in Ontario. Methods: This descriptive study employs semi-structured interviews with key informants from select Ontario FHTs. Directed content analysis was used to examine the Mulvale and Bourgeault (2007) framework. Interviews were conducted with FHT professionals to describe their perspectives on the influence of policy factors in shaping collaboration within their teams and whether identified policy factors acted to enhance or hinder collaboration. Findings: Key informants cited, with highest agreement, economic and regulatory factors as influencing collaboration. Factors agreed upon unanimously by all key informants included funding, provider payment/remuneration, and practice scope. Key informants identified a range of policy factors that hinder collaboration. These included provider payment/remuneration, legal accountability, and the existence of multiple governing bodies. Implications/Conclusion: A number of policy factors were reported to influence collaboration in FHTs in Ontario. Although the findings suggest that incremental reform is possible, widespread policy reform of physician incentives, a key barrier to collaboration, is unlikely. Prospects for reform of this factor may be more promising at an organizational level. / Thesis / Master of Science (MSc)