Intra-organizational Integration Research Articles

Exploring Intra and Interorganizational Integration Efforts Involving the Primary Care Sector - A Case Study from Ontario.

Background:The primary care sector is uniquely positioned to lead the coordination of providers and organizations across health and social care sectors. This study explores whether intraorganizational (professional) integration within a primary care team might be related to interorganizational integration between primary care and other community partners involved in caring for complex patients.Methods:Two care coordination initiatives (Health Links) were selected – one led by a primary care team with a high level of intraorganizational integration as assessed by the Collaborative Practice Assessment Tool (CPAT), and the other led by a primary care team with a low level of intraorganizational integration. A case study design involving a social network approach was used to assess interorganizational integration across six types of relationships including regular contact, perceived level of integration, referrals, information sharing, joint care planning, and shared resources.Results:Compared to the high-CPAT led case, the low-CPAT led case had higher density (more ties among organizations) in terms of regular contact, integration, and sharing of resources, whereas the opposite was true for the referral, information sharing, and joint care planning networks. Network centralization (extent to which network activity is influenced by one or a group of organizations) was higher for the high-CPAT case compared to the low-CPAT case in the integration, referrals, and joint care planning networks, while the low-CPAT case had higher centralization with regard to regular contact, information sharing, and shared resources.Conclusion:The interplay between intra and interorganizational integration remains unclear. We found no consistent differences in the patterns of ties across the six types of networks examined between the two cases. Assessing changes in network metrics for different organizations in each case over time, and supplementing network findings through in-depth interviews with network members are key next steps to consider.

Identifying Faculty Unionization Barriers at Kabul University

Pupose: This paper aims to unveil the faculty unionization barriers in Kabul University. To utilize its sources and opportunities effectively and efficiently, universities need a cooperated faculty members. One way that makes faculties maintain their rights and privileges legally and build an equitable system is to establish Faculty Union. The research question addressed is: why Kabul University as one of the most influential and mother University in Afghanistan, still could not formed Faculty union?
 Method: For data analysis, the authors use thematic analysis to investigate the research question.
 Result: The results of this study show that Faculty Unionization Barriers at Kabul University classify under five categories including; Political barriers, Cultural barriers, Strategic barriers, Structural barriers and Legal barriers. The researchers of this paper believes that all these five factors rovolves around one axle; lack of an strong organizational culture in Kabul University. The identified barriers could be a facilitator for Kabul university faculty members and helpful in collaboration and Intra-Organizational Integration.

Structural Capital Development and Intra-Organizational Integration of Premium Restaurants In Rivers State, Nigeria

The imperatives of intraorganizational integration anchor on the establishment of systemic features necessary for organizational effectiveness and efficiency. Such outcomes border on the support and framework advanced by the structural components of the organization, and the extent to which infrastructures and norms serve the goal of improved service quality and delivery especially within the hospitality industry. This paper identified structural capital development as a significant predictor of intraorganizational integration (communication and knowledge sharing) in premium restaurants in Rivers State – thus, reinforcing the institutional theory on the criticality of learning and the embodiment of external values and considerations in shaping or defining organizational structures, routines and policies. The findings however indicate that structural capital does not influence cohesion within the premium restaurants. In conclusion, emphasis is placed on the imperatives of informed change activities channelled towards organizational infrastructure and functions; such that anchor on the unique characteristics or attributes of the environment; thus enabling a more harmonic and systemic outcome for the internal as well as external features of the organization

Process-based common supply chain management practices in manufacturing firms

Present study explore common supply chain management practices (SCMPs) and investigate how these practices facilitate the development of supply chain capabilities. The study adopts an exploratory case study approach with the content analysis of the data collected through semi-structured interviews, followed by site visits to 14 Australian manufacturing firms. The findings show six common SCMPs in the case study firms. Findings also demonstrate how these practices promote and further develop inter-organisational and intra-organisational integration, coordination for increased responsiveness and delivering valued services to customers in supply chain. The practices explored can be used as a supply chain framework for the manufacturing industry which can provide an effective tool for developing increased responsiveness in the supply chain through capabilities of integration, coordination and valued services delivery. Moreover, this study for the first time explores how supply chain capabilities emerge from SCMPs and how do both differ.

Process-based Common Supply Chain Management Practices in Manufacturing Firms.

Present study explore common supply chain management practices (SCMPs) and investigate how these practices facilitate the development of supply chain capabilities. The study adopts an exploratory case study approach with the content analysis of the data collected through semi-structured interviews, followed by site visits to 14 Australian manufacturing firms. The findings show six common SCMPs in the case study firms. Findings also demonstrate how these practices promote and further develop inter-organisational and intra-organisational integration, coordination for increased responsiveness and delivering valued services to customers in supply chain. The practices explored can be used as a supply chain framework for the manufacturing industry which can provide an effective tool for developing increased responsiveness in the supply chain through capabilities of integration, coordination and valued services delivery. Moreover, this study for the first time explores how supply chain capabilities emerge from SCMPs and how do both differ.

Measuring the extent and drivers of integration within primary care teams

Introduction: Given its core attributes as the gateway to the health system, the primary care sector is increasingly emphasized as a key player in the integration of care across providers and settings. Ontario’s primary care sector has evolved considerably with the introduction of new inter-disciplinary models of primary care, including Family Health Teams FHTs and Community Health Centres CHC. However, our understanding of the specific features that enable integration within primary care teams is limited. This study sought to examine the extent and drivers of intra-organizational integration collaboration within team-based primary care models in Ontario specifically FHTs and CHCs. Methods: Organizational features i.e., information technology [IT] capacities, information exchange, and rurality etc. and team characteristics size and provider attributes were assessed via the Organizational Profile Questionnaire, which was completed by the Executive Director for each CHC/FHT. Intra-organizational integration was measured using the Collaborative Practice Assessment Tool CPAT - a validated survey instrument, designed to measure collaboration within healthcare teams. All providers involved in care delivery were invited to complete the CPAT. A multi-variate linear regression analysis was conducted to explore the drivers of CPAT scores. Results: A total of 44/73 CHCs 60% participation rate participated in this study, and 738 providers from a broad range of disciplines completed the CPAT. The response rate across CHCs was 45%, and 10% of respondents were male. Average age and length of employment were 43 years and 7 years respectively, and roster/panel size was approximately 4600 patients. The average CPAT score for CHCs was 47.21 SD = 1.97, Median: 47.25, Min: 43.74 and Max: 52.01. Regression analyses revealed that rurality, number of years in operation, roster/panel size, number of practice locations, IT capacity and information exchange were statistically significant predictors of CPAT scores. Data collection in FHTs is underway. Discussion: The negative association between roster/panel size and CPAT score reflects qualitative insights around time constraints faced by providers in their effort to collaborate effectively within teams. Increasing the number of practice locations was associated with a lower CPAT score indicating challenges associated with dispersion, whereas rurality was associated with a higher CPAT score. A high level of IT capacity was associated with a higher CPAT score - illustrating the role of technology in promoting integration efforts. In contrast, high levels of information exchange were associated with a lower CPAT score. Conclusions: A narrow distribution of CPAT scores was observed for CHCs. Organizational features, specifically IT capacity, rurality and years in operation are important enablers of integration within CHCs. Lessons learned: Team characteristics including size and provider attributes were not associated with CPAT scores. The inverse relationship between information exchange and CPAT score indicates possible gaps in perceptions of information exchange between executive leadership and individual providers. Limitations: Since participation was optional there is potential for selection bias. Given the cross-sectional study design, changes in intra-organizational integration over time cannot be ascertained. Suggestions for future research: Examining the association between integration within primary care teams and key system and patient-level outcomes are important next steps.

Multisectoral Integrated Structures Key Competences. Regional Aspect

The article considers the nature and content of multisectoral integrated structures. There are given examples of region multisectoral integrated structures and designated their contribution to the regional economies development and to the multisectoral industry clusters formation. There is a classification of the key competences by the most significant economic and administrative features: the implementation scope, relation to the process of intraorganizational integration, competencies scalability, character of competencies formation, features of the impact on the regional economy. Comparative effectiveness of multisectoral integrated structures index is grounded. Testing of the proposed index carried out on the materials of one of the largest Tatarstan Republics multisectoral integrated structures - JSC "Ak Bars Holding Company". Based on the results of testing are revealed points of reducing the effectiveness of the considered company, are made suggestions for their improving. DOI: 10.5901/mjss.2014.v5n24p307

The effects of intra- and extra-organisational integration capabilities in the container shipping freight industry

This study empirically investigates the effects of intra- and extra-organisational integration capabilities on supply chain logistics integration, specifically in the context of container shipping freight forwarders and port logistics. Using survey data collected from the member directory of the Korea International Freight Forwarder Association and Korea Port Logistics Association, structural equation modelling was used to examine the effects of intra- and extra-organisational integration capabilities on supply chain logistics integration. Confirmatory factor analysis identified six main dimensions of intra- and extra-organisational integration: top management support, internal integration, information technology, commitment, sharing, and long-term relationship. The results also indicate that extra-organisational integration fully mediated the relationship between intra-organisational integration and supply chain logistics integration. Theoretical and practical implications are discussed regarding the findings for intra- and extra-organisational integration capabilities and intensity of supply chain logistics integration in the context of container shipping operations.

An Empirical Analysis on Organizational Integration and Its Effect on the Internationalization of Exporting Firms in North Cyprus

The role of organizational integration within and between organizations and the impacts of integration on organizational growth and performance have been studied extensively in literature. As a building block of supply chain management, organizational integration has positive significant effect on the performance of the organization. Sharing information, gathering business intelligence and establishing collaboration among functional departments and between business partners are also expected to improve the internationalization process as well as the international performance of the organization. We propose and test a model of the relationship between organizational integration and international performance of the organization by using empirical data. Our model differs from past studies in that integration is viewed as four types; functional integration among departments, customer integration, supplier integration and distributor integration. It is aimed to discover the role of each type individually in this model, rather than classifying them as inter- and intra-organizational integration. Our findings show that organizational integration impacts both international commitment and export performance by promoting four measures of integration. These findings reveal the importance of organizational integration for exporting companies in promoting information and business intelligence sharing, and collaborating among functional departments and between business partners.

A study of supply chain integration in the aeronautics sector

Competitive pressure, high development costs, long lead times, rapidly changing technologies and the risks inherent in projects combined with the delays seen in the latest aircraft models (with the rise in costs that these have entailed) highlight the need to reorganise the supply chain in the aeronautics sector paying special attention to an improvement in inter- and intra-organisational integration. The aim of this study is to analyse the situation of supply chain integration (SCI) in the aeronautics sector using three dimensions (information integration, coordination and resource sharing and organisational relationship linkage), considering both internal integration and external integration with customers and suppliers. A group of first-tier supplier experts analyse the dimensions and assess the degree to which the factors that define SCI have been achieved. The results enable strengths and weaknesses to be determined and indicate possible improvements to the situation that is detected with clear managerial implications.

Intra-Organizational Integration and Innovation: Organizational Structure, Environmental Contingency and R&D Performance

Intra-Organizational Integration and Innovation: Organizational Structure, Environmental Contingency and R&D Performance

The implementation of process orientation at a Swedish hospital

During the last decade, as a response to the need for inter- as well as intra-organizational integration, management models initially developed for industry have been spread to health care organizations. Based on 62 in-depth interviews, this qualitative study aims at describing and analyzing the limited success of implementation of process orientation at a Swedish hospital and in doing so, the traditional and the critical approaches are combined. Applying a traditional approach, the limited success of the implementation of process orientation is explained in terms of difficulties to challenge deeply institutionalized organizational routines and the inter-disciplinary boundaries. This might be condensed to the dilemma of how to maintain and develop the specialization of the medical profession while focusing process rather than function and how to enhance inter-organizational integration without hampering intra-organizational collaboration. Applying a critical approach, the limited success is explained in terms of a differentiated translation process and in terms of separation of talk and practice. This means that process orientation, notwithstanding that it might be an efficient tool for the type of integration needed, might be regarded as part of a change discourse, aiming at conveying a picture of an efficient and modern organization.

An experience report on developing an automated web services platform

Web services have attracted significant industry interest as a low-cost and flexible technology alternative to distributed object and proprietary message-oriented methods for delivery of on-demand business processes, enabling intra-organizational systems integration, and in the long term, development of dynamic inter-organizational process networks that may revolutionize B2C and B2B e-commerce. Exploiting this latent potential of web services technology requires the development of automated techniques for scalable and reliable service composition and execution in web service platforms. In this paper, we summarize our experience in developing an architectural framework for web services platforms, called Integrated Service Planning and Execution architecture (ISP & E). The use of recent advances in AI planning, learning and semantic web technologies for service composition, reliable service execution, transaction synthesis, and model-driven deployment of services is discussed. Furthermore, we discuss implications for and research issues in the development of web services based systems to aid e-business.

Standardization in Enterprise Inter- and Intraorganizational Integration

The worldwide collaboration and cooperation of enterprises of all sizes have increased the need for interoperability standards, especially for businesses in global environments. Such standards are concerned with the communication aspects of information and communication technology (ICT), such as protocols, safety, and security, as well as the syntax and semantics of the communication content. Sender and receiver must be able to trust both the communication and the validity of its content. Both parties have to have the same understanding of the meaning of the exchanged information. Unfortunately, the standards are developed independently by different standards organizations using incompatible and inconsistent terminology, thereby hampering significantly the deployment of existing standards and the development of still missing ones. The paper presents existing standards in the area of enterprise inter- and intraorganizational integration and identifies shortcomings in the current standards, especially problems in the area of terminology.

Integrated semantic web services delivery: a cautionary tale

The promises a new generation of web services delivery applications enabled by semantic mark-up of web resources, shared ontologies and highly-intelligent agents. The vision is astounding and the potential benefits enormous. However, previous experience with information systems and database integration initiatives would suggest that a degree of caution is warranted. It is also argued that lessons might be gleaned from these intra-organisational integration projects that might be of considerable value in developing and implementing semantic web applications.

Organisational problems and issues of CIM systems design

The need for intraorganisational integration has arisen from the necessity of better co-ordination of complex tasks and processes, which result from the increasing specialisation of work and the partitioning of an organisation. There are several forms and tools of integration. The paper concerns technical integration using information technologies (CIM). Its goal is better co-ordination of tasks and, therefore, provision of higher flexibility, lead time shortening, production costs reduction and quality improvement. Design and implementation of CIM is, therefore, not only a technical problem, but, above all, an organisational one, which has strategic impact on the enterprise. The paper will discuss some organisational problems of CIM design and implementation.

Organizational Innovation in the Danish Private Business Sector

This paper reviews the first results from a large Danish survey on organizational innovation within the private business sector. The 1,900 surveyed firms are divided in two groups of an almost equal size according to whether or not they have undertaken organizational innovation during the period of 1993-95, i.e., innovative Y-firms and non-innovative N-firms. It appears that the Y-firms to a larger extent than the N-firms employ various types of work organizational principles that facilitate intraorganizational integration and the delegation of authority. The Y-firms find themselves in more competitive environments and are more focused on the global market than the N-firms and do, to a larger extent, employ functional flexibility and combine technical and organizational innovation in order to meet this challenge. However, 1/3 of the N-firms display organizational characteristics very similar to the Y-firm, and it is hypothesized that this fraction, which amounts to approximately 1/7 of the total sample, comprises firms which have innovated organizationally in the past, i.e., before 1993. Finally, Y- and N-firms have in common the fact that they have intensified their cooperative relationships with customers and subcontractors.