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Partnership Process (partnership + process)

Distribution by Scientific Domains
Medical Sciences40%
Business, Economics, Finance and Accounting40%

Selected Abstracts

Negotiating and managing partnership in primary care

HEALTH & SOCIAL CARE IN THE COMMUNITY, Issue 5 2001
Julie Charlesworth
Abstract 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 interorganisational 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. [source]

The importance of language, context, and communication as components of successful partnership

NEW DIRECTIONS FOR COMMUNITY COLLEGES, Issue 139 2007
Susan J. BrackenArticle first published online: 14 SEP 200
Successful community-university partnerships are usually attributed, at least in part, to clear communication processes. This chapter reflects on language and context as elements in developing a strong partnership process. [source]

The Process of Fixing the British National Minimum Wage, 1997,2007

BRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 2 2009
William Brown
The British National Minimum Wage was introduced in 1999 under the guidance of a Low Pay Commission constructed on a basis of ,social partnership'. The article analyses its conduct over its first 10 years from diary data. Key challenges were for it to be independent of government, to have its advice accepted by government and to maintain internal unanimity. The changing internal dynamics of the Commission, and its major negotiations over the level of the minimum wage, are described and analysed. Conclusions are drawn for the social partnership process. [source]

The British partnership phenomenon: a ten year review

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2009
Stewart Johnstone
This article presents a detailed review of the vast partnership literature that has emerged in the UK between 1998 and 2008. It begins by examining definitions of partnership, and suggests that while academic definitions are vague, practitioner definitions tend to conflate partnership processes with partnership outcomes. An alternative definition based upon processes and practices is offered. This is followed by a review of the conceptual advocates/critics debate, and the key themes of empirical partnership studies. It is proposed that while recent empirical evidence identifies a variety of outcomes and presents various typologies of partnership, there is an absence of debates on typologies in the literature. The article then identifies several limitations of the existing literature, including ideological positions, a lack of sensitivity to context and to different types of partnership, and a focus on outcomes. The article concludes by suggesting avenues for future partnership research. [source]

Community participation in organising rural general practice: Is it sustainable?

AUSTRALIAN JOURNAL OF RURAL HEALTH, Issue 4 2006
Judy Taylor
Abstract Objective:,We analysed community participation in organising rural general medical practice in order to suggest ways to extend and sustain it. Design:,A multisite, embedded case-study design collecting data through semistructured interviews, non-participation observation and a document analysis. Setting:,One remote and two rural communities in Australia. Participants:,Community members, GPs, health professionals, government officers and rural medical workforce consultants. Results:,High levels of community participation in recruiting and retaining GPs, organising the business model, and contributing to practice infrastructure were evident. Community participation in designing health care was uncommon. Participation was primarily to ensure viable general practice services necessary to strengthen the social and economic fabric of the community. There were factors about the decision-making and partnership processes in each of the communities that threatened the viability of community participation. Conclusions:,We recommend that a concept of community development and explicit facilitation of the processes involved is necessary to strengthen participation, create effective partnerships and ensure inclusive decision-making. [source]