![]() ![]() Synergy was associated with partnership leadership, administration and management, decision-making, the ability of partnerships to optimize the involvement of partners and the sufficiency of non-financial resources. Synergistic action among multiple stakeholders was achieved through enabling processes at the interpersonal, operational and system levels. ![]() The results highlight partnership complexity and the dynamic and contingent nature of partnership processes. The instrument was administered to five partnerships ( n = 54). Qualitative data were collected through the observation of 14 partnership meetings and individual semi-structured interviews ( n = 16) and informed the adaptation of an existing Partnership Self-Assessment Tool. The study involved five multi-stakeholder partnerships in Canada and Australia working towards improving accessibility to primary health care for vulnerable populations. This article presents findings from a mixed methods study conducted with the aim of understanding partnership processes and how various partnership factors contribute to partnership effectiveness. Partnerships are widely endorsed, but there is a need to strengthen the evidence base relating to claims of their effectiveness. Partnerships are an important mechanism to tackle complex problems that extend beyond traditional organizational divides. ![]()
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