Multi-organizational Collaborations Research Articles

Adaptation models, barriers, and facilitators for cultural safety in telepsychiatry: A systematic scoping review

Introduction: Indigenous peoples, and racial and ethnic minorities around the world experience significant mental health inequities. Telepsychiatry can contribute to addressing these inequities among these populations. However, it is first crucial to ensure the cultural safety of this tool as a critical step toward health equity. This review aimed to collate evidence regarding cultural adaptations, barriers, opportunities, and facilitators for telepsychiatry services supporting minority groups. Method: Using the PRISMA extension for scoping reviews (PRISMA-ScR) guideline, we conducted a systematic scoping review and thematic analysis. Six databases were searched using the PICO framework, i.e., population, intervention, comparison, and outcomes.. Additional literature was identified through reference lists screening. We developed a table for data extraction, and the extracted data were further analyzed following Braun and Clarke's approach for thematic analysis. Results: A total of 1514 citations were screened with a final total of 58 articles included in the review. The themes related to telepsychiatry cultural adaptations emphasize the crucial role of community involvement and quality service delivery. Identified barriers were associated with service and infrastructure, and service users’ socioeconomic and cultural contexts. Opportunities and facilitators for telepsychiatry were enhanced access and rapport, and multi-organizational collaborations and partnerships. Discussion: This review identified factors that can guide the adaptation of telepsychiatry evidence-based interventions to meet the needs of Indigenous peoples and racial and ethnic minorities. Telepsychiatry programs must be specifically designed for the population they seek to serve, and this review offers emerging insights into critical factors to consider in their development.

Advancing social media derived information messaging and management: A multi-mode development perspective

With global reach of over 2 billion active users, the evolution of Social Media (SM) systems has provided organizations with sophisticated tools and technologies for delivering business objectives. Importantly, while marketers and public relations experts have taken leading positions in promotion and advancement of SM, project managers are often tasked with delivering SM systems. In this study, a sample of 127 project managers were asked to evaluate and recommend modes of SM development for six diverse firms using a four-part taxonomy. The results show that firms of varying size can employ narrowly focused and low cost SM development modes to meet their business objectives, with well-resourced firms able to use experimental modes to deliver widespread and higher cost ‘listen and learn’ SM systems. Alternatively, in addition to achieving groundswell promotions and broader business marketing and sales influencing objectives, firms that engage in large scale SM developments can document and implement SM best practices and apply multi-organizational collaborations required for information exchange, customer feedback and experience sharing. These managerial perspectives expose the intrinsic connections between SM systems and information messaging and management within firms. The article builds further into cumulative studies directed at SM systems construction, deployment, and firm capability affordances.

Untangle Multi-Organizational Collaboration From Value Co-creation

Multi-organizational collaboration is a major method for firms to jointly create value. But received research from the value-based view puts much more emphasis on value capture over value creation among organizations. This research adopts value co-creation perspective from service science to propose a framework to address (1) the variety of value that can be created, and (2) key factors making multiple organizations co-create value. Theoretically, this paper provides a potential solution to untangle success factors of multi-organizational collaborations. Specifically, value co-creation perspective opens an alternative lens to investigate why organizations collaborate when they are not controlled by organizational hierarchy. Practically, this paper reflects how collaborations with other organizations could be evaluated from a non-competition-oriented manner to achieve better collaboration performance.

The organizational challenges of mixed-income development: privatizing public housing through cross-sector collaboration

One of the largely undocumented dimensions of public housing transformation in the United States is the multi-sector, multi-organizational collaborations whose charge is to manage the local implementation of mixed-income developments. In Chicago, private real estate developers entered into partnerships with the Chicago Housing Authority to finance, design, build, and manage the new developments. Key topics considered in this paper include the structures and processes of new organizational working relationships that have been established, how they are evolving over time, and the key operational challenges confronted in creating and sustaining them. We argue that these cross-sector collaborations within the context of the privatization of public housing generate complex organizational roles and dynamics that would benefit from far greater intentionality, clarity, and support to promote effectiveness and accountability.

Governance and Effectiveness of Multi-Organizational Collaborations

Despite increased use of multi-organizational collaborations, ambiguity remains regarding how to organize inter-organizational coordination within such arrangements. Specifically, whereas the so-called control approach suggests that coordination between organizations is best achieved through formalization and centralization, the alternative collaborative approach suggests that informal and lateral coordination is most effective. This study aims to address this ambiguity by examining six-year longitudinal performance of a multi-organizational collaboration that had shifted from a control towards a collaborative approach. Results indicated that performance of the multi-organizational collaboration significantly increased after the shift towards a collaborative approach, as compared with a multi-organizational collaboration that had consistently maintained a control approach during the same period. Findings from interviews with key informants suggested that the collaborative approach improved multi-organizational performance through enabling flexible, contingency-based coordination mechanisms, as well as through improving members’ understanding of the inter-organizational working environment.

The CI-FLOW Project: A System for Total Water Level Prediction from the Summit to the Sea

The objective of the Coastal and Inland Flooding Observation and Warning (CI-FLOW) project is to prototype new hydrometeorologic techniques to address a critical NOAA service gap: routine total water level predictions for tidally influenced watersheds. Since February 2000, the project has focused on developing a coupled modeling system to accurately account for water at all locations in a coastal watershed by exchanging data between atmospheric, hydrologic, and hydrodynamic models. These simulations account for the quantity of water associated with waves, tides, storm surge, rivers, and rainfall, including interactions at the tidal/surge interface. Within this project, CI-FLOW addresses the following goals: i) apply advanced weather and oceanographic monitoring and prediction techniques to the coastal environment; ii) prototype an automated hydrometeorologic data collection and prediction system; iii) facilitate interdisciplinary and multiorganizational collaborations; and iv) enhance techniques and techn...

Business without boundaries: Collaboration across organizations

AbstractThe authors examine the joint efforts of Deere & Company, several of its dealers, and two technical colleges to develop and sustain programs for training service technicians. The case study offers some key principles for structuring, staffing, and managing complex multiorganizational collaborations to accomplish what a single organization cannot achieve alone. © 2004 John Wiley & Sons, Inc.

Jurisdictional Integrity, Polycentrism, and the Design of Democratic Governance

Political and managerial processes are creating polycentric networks that transcend the traditional ideas of jurisdictional integrity in state-centric systems. Jurisdictional integrity refers to the political and legal competence of a unit of government to operate within a spatial and functional realm. An intrinsic element of jurisdictional integrity in a democratic system is that citizens are enabled to give consent to and pass judgment on the exercise of authority by that governmental entity. The concept of jurisdictional integrity is shown to apply differentially in relation to the traditional institutions of government in comparison with the emergent complex of quasi-governmental agencies, special purpose bodies and multi-organizational collaborations. Distinctions are drawn between club, agency and polity entities within this emergent organizational field. Problems to be faced in the design of institutions for network governance under conditions of polycentrism are identified and solutions reviewed. The potential of consociationalism to enable collective decision making across a polycentric system is highlighted. Informal norms are shown to be essential in enabling such a system for network governance to operate effectively.

Complex community development projects: collaboration, comprehensive programs, and community coalitions in complex society

Community development programs are becoming increasingly complex as a result of societal complexity and our greater appreciation of the difficulty of solving community problems. Case studies of successful community development organizations suggest that they cope with complexity by developing specialized projects that are (1) multi-organizational collaborations among intervention organizations and resource providers; (2) multi-functional or comprehensive efforts at integrated problem solving; and (3) multi-jurisdictional coalitions of diverse communities working together. The organizations examined in this paper show that well-designed projects can manage complex tasks. However, the organizational cost of complexity in terms of administrative time and coordination is unnecessarily high.

How experiments begin: The formation of scientific collaborations

Multi-organizational collaborations are increasingly important incontemporary science, but their formative processes have beenneglected by scholars in the social studies of science. Based onan examination of 53 collaborations in physics and relateddisciplines, we have found five types of formations.Collaborations that encountered greater difficulties in formingbecame more formal in their organization and management.

Learning to Broaden the Impact of Health Resources through Public-Private Partnerships

Organizations with missions to improve the nation's health need to build joint efforts with a diverse array of partners to assure universal access to quality health care and state-of-the-art primary care education for health professionals. The Partnership for Information and Communication and the Models That Work Campaign represent two effective partnership approaches for augmenting the national leadership role of health care organizations, funders, and other partners. This article reports on lessons learned through these two private-public partnerships led by the Health Resources and Services Administration. These lessons involved: (1) the effective integration of multi-organizational perspectives and resources that are required for development and sustainability of healthy communities; (2) improving communications to intended audiences; (3) addressing issues of leadership, problem solving, and decision making skills among partners; and (4) aligning the missions of partners to deliver a more appropriate mix of resources to communities. This article documents the commitment, process, organizational behavior, realized outcomes, and implications of these innovative, multi-organizational collaborations in order to inform health educators and policymakers about the power of these private/public partnerships in developing innovative means of serving underserved populations.