Biomedical subjects

J Sturt

Publications and source records attributed to J Sturt.

10 recordsLinked to original sources

PubMed2001

Reflections from organization science on the development of primary health care research networks.

In the UK, policy changes in primary health care research and development have led to the establishment of primary care research networks. These organizations aim to increase research culture, capacity and evidence base in primary care. As publicly funded bodies, these networks need to be accountable. Organizational science has studied network organizations including why and how they develop and how they function most effectively. This paper draws on organizational science to reflect on why primary care research networks appear to be appropriate for primary care research and how their structures and processes can best enable the achievement of their aims.

Communication↗

PubMed1999

Placing empowerment research within an action research typology.

The focus of this paper is to use three action research typologies to consider retrospectively, and understand, the processes of an empirical study. The typologies are used to plot the changing emphasis of collaborative action research with a primary health care team that addressed their health promotion practice. The study implemented self-efficacy theory into the health promotion practice of a primary health care team and developed a self-efficacy framework for smoking cessation. The framework had some success in aiding practitioners in their work despite the patients' disinterest in smoking cessation. Two action research types can be identified within the study, a technical/experimental approach which surrounded the use of a researcher-led theoretical agenda, whereas the research facilitation was informed by critical theory and was classified as an enhancement/empowering action research type. This paper demonstrates the conflicting natures of these types which, in this study, resulted in positive outcomes associated with the experimental/technical approach but only at the expense of professional empowerment. The findings of this study imply that theoretically-led empowering action research was an incompatible combination in this instance and this potential conflict needs to be addressed by researchers engaging in collaborative research relationships with practitioners.

Conflict, Psychological↗

PubMed1992

Clinicians into management: on the change agenda or not?

This article examines the issue of drawing medical consultants into managerial decision making. It commences by examining both historically and comparatively the influences on doctors and their reluctance to adopt managerial roles and responsibilities. It progresses to an analysis of the impact of the NHS and Community Care Act particularly in relation to the separation of purchaser and providers and the development of contracting mechanisms. The argument presented suggests that the rapid adoption of the clinical directorate model, as the favoured mode of organisation in acute units, has led to clinicians assuming 'imitation' general manager roles. The authors question whether this is the best use of the unique skills and time of clinicians. They compare with experience in the USA and propose that collaborative working between doctors and general managers is essential in health care. The article suggests a set of tasks for clinician managers and then discusses the issues of training support and development which will be required if clinicians are to perform these tasks effectively.

Decision Making, Organizational↗

PubMed1989