The purpose of this paper is to reflect on research evidence and practice experience of transforming primary care to a more integrated and holistic model.
It is based on a scoping review which has been guided by primary care stakeholders and synthesises research evidence and practice experience from ten international case studies.
Adopting an inter-professional, community-orientated and population-based primary care model requires a fundamental transformation of thinking about professional roles, relationships and responsibilities. Team-based approaches can replicate existing power dynamics unless medical clinicians are willing to embrace less authoritarian leadership styles. Engagement of patients and communities is often limited due to a lack of capacity and belief that will make an impact. Internal (relationships, cultures, experience of improvement) and external (incentives, policy intentions, community pressure) contexts can encourage or derail transformation efforts.
Transformation requires a co-ordinated programme that incorporates the following elements – external facilitation of change; developing clinical and non-clinical leaders; learning through training and reflection; engaging community and professional stakeholders; transitional funding; and formative and summative evaluation.
This paper combines research evidence and international practice experience to guide future programmes to transform primary care.
The purpose of this paper is to reflect back over his career as a management and business historian so far as to consider opportunities for the future of management and…
The purpose of this paper is to reflect back over his career as a management and business historian so far as to consider opportunities for the future of management and business history as a disciplinary area.
The paper consists of two segments – the first half is an auto-ethnographic personal reflection looking at the author’s research journey and how the discipline as experienced by the author has evolved over that time. The second half is a prescriptive look forward to consider how we should leverage the strengths as historians to progress the discipline forward.
The paper demonstrates opportunities for management and business history to encompass new agendas including the expansion of the topic into teaching, the possibility for the advancement of empirical contributions and opportunities for findings in new research areas, including the global south and public and project management history.
The paper demonstrates that historians should be more confident in the disciplinary capabilities, particularly their understandings of historic context, continuity, change and chronologies when making empirical and theoretical contributions.
Increasingly, allegations of significant corporate wrongdoing and inquiries from governmental agencies result in companies initiating internal investigations as a…
Increasingly, allegations of significant corporate wrongdoing and inquiries from governmental agencies result in companies initiating internal investigations as a practical tool to find out whether there was wrong doing, what happened, and how to prevent it from happening again. This article discusses five essential questions that a company must address when it is faced with a decision on whether to conduct an internal investigation. Do I have to investigate? Who should lead the investigation? How soon can the investigation be completed? What do I need to do to keep the information confidential? And finally, do I have to disclose this to the public.