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PubMedDate not supplied

How to ... network.

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Career Mobility↗
PubMed1996

Specialty networks.

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Academic Medical Centers↗
PubMed1981

[Networking, an alternative model of community empowerment.].

After a brief critical analysis of some of the limitations of community psychiatry, the authors give an historical review of the social psychiatric network and its characteristics. They then describe their manner of applying the network concept, an approach whose originality consists in asking the patient to reunite his primary network (family, friends, neighbours, etc.) in order to identify the problems and to determine how (the network) can help. They develop a different approach from that of community psychiatry, by emphasizing the role of primary networks as emotional support structures and as a non-psychiatric solution. However, the network intervention is not presented as a cure-all and the authors conclude by describing the limitations of their approach.

English Abstract↗
PubMed2004

Networks for integrated care provision: an economic approach based on opportunism and trust.

In this paper, we provide the economic rationale for an important issue in the health care sector, namely the network formation, e.g., in The Netherlands. The presence of such cooperation structures is hard to explain using the basic concept of the economic organization (EO) theory, i.e., the dichotomy of hierarchy versus market. However, acknowledging the aspect of trust renders the clan concept to be a powerful tool in understanding the viability of intra- and inter-organizational cooperation in the health sector. The main reason for this is the manner in which the professionals involved perform, as well as the importance of the tacit knowledge of the actors employed in the various health institutions. First, we address the conversion from supply towards demand orientation and the resulting pressure on multi-professional cooperation between health care providers. Then, relevant EO concepts will be reviewed, while introducing theory on knowledge, learning, and trust. Moreover, we offer conclusions for the health care sector on a concept-by-concept basis. Finally, we propose the notion of interclan, a clan-inspired notion for inter-organizational cooperation, and analyse the observed network formation.

Community Networks↗
PubMed2000

The role of a county health department as a linking-pin organization in a network.

This is a case study of a local health department's role in the formation and operation of a network of health care providers. The local health department served as a linking-pin organization in the network and engaged in actions to legitimize itself and the network it formed. Legitimacy management requires the development of pragmatic, moral, and cognitive strategies that can be used for gaining, maintaining or repairing legitimacy. The results of this study indicate a unique government legitimacy management profile in which there is a predominant use of cognitive and pragmatic actions intended to gain legitimacy. The implications of this profile are discussed.

Community Health Planning↗
PubMed2000

Ryan White CARE Act Title IV: building networks to improve healthcare delivery to the HIV infected.

There has been little evaluation of the implementation of HIV consortia that were created under Title IV of the Ryan White Comprehensive AIDS Resources Emergency (CARE) Act. In 1993, Mor and colleagues reported that the effectiveness of networks established by the Robert Wood Johnson Foundation had been compromised by the inability of the participating agencies to work together, given their competing goals and varied institutional cultures. In a study published in 1995, Roy and colleagues identified the following as determinants of successful project implementation: federal and local government support, management-level support and technical assistance, and linkages between participating agencies. This article describes the role that network infrastructure can play in developing interagency collaboration, and the importance of network infrastructure in coordinating the delivery of care at the service-delivery level. The authors describe the efforts of the Lower New York Consortium for Families with HIV (hereafter, "the Consortium") to develop integrative mechanisms at both the network level and the program level. As the number of infected women grows, so does the need to improve the delivery of services and to reduce barriers to the receipt of care. In itself, the support of individual agencies that provide case-management services may not be enough to improve service delivery and reduce barriers; the experiences of networks such as the Consortium may help inform the development of guidelines for creating and enhancing the coordination of services to assure improvements in care. Systematic studies are needed to evaluate different models of collaboration and of coordinating care to determine whether the effort to develop consortia is justified by improved access to care and improved health.

Case Management↗
PubMed2002

Evaluating partnerships for community health improvement: tracking the footprints.

Private-public partnerships are increasingly seen as an important mechanism for improving community health. Despite their popularity, traditional evaluations of these efforts have produced negative or mixed results. This is often attributed to weak interventions or an insufficient period of time to observe an impact. This study examines two additional possibilities--the need for a well-articulated shared vision and the governance and management capabilities of the partnership itself. We conducted a midstream process evaluation of twenty-five community partnerships associated with the Community Care Network (CCN) Demonstration Program. We examined how the roles of a common shared vision, strong governance, and effective management influence a partnership's ability to achieve its objectives. The findings, based on both qualitative and quantitative analyses, underscore the importance of membership organizations' perceived benefits and costs of participation and management capabilities to the partnership's progress toward a vision. Based on the qualitative data, six key governance and management characteristics are identified that separate the top performing partnerships from the lowest performing ones. We explore the implications of this research for future evaluations of public-private community health partnerships.

Community Health Planning↗
PubMed2000

Social networks and the elderly: conceptual and clinical issues, and a family consultation.

After a general introduction to the construct "social networks," this article discusses the progressive transformation of the personal social network--family, friends and acquaintances, work and leisure relationships, et cetera--as individuals reach an advanced age. This is followed by a summary and discussion of a clinical consultation, with an emphasis on the reciprocal influence between individual and social network.

Aged↗
PubMed1996

Primary care networks: choose your physicians wisely.

As hospitals and health care systems maneuver for a position in the integrated health care delivery system, no initiative is more important than building an effective and competitive primary care network. Yet this critical initiative is fraught with potential pitfalls. In their haste to develop primary care networks, hospitals and health care systems may fail to thoroughly evaluate network participants and in turn create large, inclusive, and inefficient primary care networks that don't come close to breaking even, much less repay practice acquisition costs. In an effort to become more efficient, practitioners often find themselves in the unenviable position of "de-selecting" peers retrospectively. The author presents criteria for evaluating and selecting network physicians.

Certification↗