Charlesworth J
The Open University Business School, Walton Hall, Milton Keynes MK7 6AA, UK.
Health Soc Care Community. 2001 Sep;9(5):279-85. doi: 10.1046/j.1365-2524.2001.00305.x.
In the UK public service organisations are increasingly working together in new partnerships, networks and alliances, largely stimulated by government legislation, which aims to encourage 'joined-up' policy-making. This is particularly prevalent in health-care where local government, health authorities and trusts, voluntary and community groups are extending existing, and developing new, forms of partnership, particularly around Health Improvement Programmes and new primary care organisations. This paper explores two main aspects of how these new interorganizational relationships are being developed and managed and is based on research conducted in one case study locality. First, the new structures of partnership in primary care are mapped out, together with discussion on why these particular patterns of relationship between statutory and voluntary sector organisations have emerged, exploring both centrally and locally determined influences. Secondly, the paper explores the tensions associated with working within new policy-making and management structures, and how the additional demands of audit, performance measurement and the sheer pace of change, pose a potential threat to the partnership process.
在英国，公共服务机构越来越多地通过新的伙伴关系、网络和联盟进行合作，这在很大程度上受到政府立法的推动，该立法旨在鼓励“联合”决策。这在医疗保健领域尤为普遍，地方政府、卫生当局和信托机构、志愿和社区团体正在扩展现有的伙伴关系形式，并发展新的伙伴关系形式，特别是围绕健康改善计划和新的初级保健组织。本文探讨了这些新的组织间关系如何发展和管理的两个主要方面，并基于在一个案例研究地区进行的研究。首先，勾勒出初级保健领域伙伴关系的新结构，并讨论法定部门和志愿部门组织之间为何会出现这些特定的关系模式，探讨中央和地方层面的影响因素。其次，本文探讨了在新的决策和管理结构中工作所面临的紧张关系，以及审计、绩效衡量的额外要求和变革的速度如何对伙伴关系进程构成潜在威胁。
