Department of Research, Hult International Business School - Ashridge Executive Education Campus, Berkhamsted, UK.
NHS, Foundation Trust London, London, UK.
J Health Organ Manag. 2020 Apr 7;ahead-of-print(ahead-of-print). doi: 10.1108/JHOM-07-2019-0206.
To understand the partnership between clinicians and academics who come together to provide high-quality care alongside research and innovation, identifying challenges and productive conditions for innovation and collaboration across multi-disciplinary teams.
DESIGN/METHODOLOGY/APPROACH: An explorative action research methodology was adopted. Semi-structured interviews were conducted with 15 clinical, academic and executive leads at a large metropolitan tertiary care hospital with an academic health services portfolio in the UK.
Clinical leaders recognise the division of limited resource, restrictive employment contracts and the divergent priorities of each organisation as challenges hindering the collaborative process and derailing innovation. Developing a culture of respect, valuing and investing in individuals and allowing time and space for interaction help facilitate successful innovation and collaboration. Successfully leading collaborative innovation requires a combination of kindness, conviction and empowerment, alongside the articulation of a vision and accountability.
RESEARCH LIMITATIONS/IMPLICATIONS: Action research continues at this site, and further enquiry into the experiences, challenges and solutions of non-leaders when collaborating and innovating will be captured to present views across the organisation.
Clinical and academic collaboration and innovation are essential to the continued success of healthcare. To ensure hospitals can continue to facilitate this in increasingly challenging circumstances, they must ensure longevity and stability of teams, devote time and resource to research and innovation, nurture interpersonal skills and develop kind and empowering leaders.
ORIGINALITY/VALUE: This work uniquely focuses on a real-time collaborative and innovative development. By employing action research while this development was happening, we were able to access the real time views of those at the centre of that collaboration. We offer insight into the challenges and effective solutions that consultant-level clinical leaders encounter when attempting to innovate and collaborate in practice.
了解临床医生和学者之间的合作关系，他们共同提供高质量的医疗服务，同时进行研究和创新，确定跨多学科团队创新和合作的挑战和有利条件。
设计/方法/途径：采用探索性行动研究方法。在英国一家拥有学术卫生服务组合的大型大都市三级保健医院，对 15 名临床、学术和行政领导进行了半结构化访谈。
临床领导认识到有限资源的分配、限制就业合同以及每个组织不同优先事项的分歧是阻碍合作过程和破坏创新的挑战。培养尊重、重视和投资个人的文化，为互动留出时间和空间，有助于促进成功的创新和合作。成功领导协作创新需要结合善良、信念和赋权，以及阐明愿景和问责制。
研究局限性/影响：该地点的行动研究仍在继续，将进一步调查合作和创新时非领导的经验、挑战和解决方案，以展示整个组织的观点。
临床和学术合作与创新对于医疗保健的持续成功至关重要。为了确保医院能够在日益具有挑战性的情况下继续促进这一点，他们必须确保团队的长寿和稳定，投入时间和资源进行研究和创新，培养人际交往技能，并培养善良和赋权的领导者。
原创性/价值：这项工作独特地关注实时协作和创新发展。通过在该发展过程中采用行动研究，我们能够获得处于该合作中心的人的实时观点。我们提供了关于顾问级临床领导者在实践中尝试创新和合作时遇到的挑战和有效解决方案的见解。
