The Minnesota Electronic Health Record Consortium (MNEHRC) was established during the early days of the COVID-19 pandemic to provide data for public health surveillance from the eleven largest health care systems in Minnesota. This is a descriptive study of the Consortium, which is a federated network that implements best practices for governance and data infrastructure to support public health surveillance and clinical research. We conducted an analysis of the Consortium members, governance structure, infrastructure, and the characteristics of the patient population. The Consortium health systems collect information from 105 hospitals, 773 clinics, 100 emergency departments and 29 040 providers. Information about the health systems and the demographic and clinical characteristics of its 5 471 367 patients is provided, which represents more than 90% of the patients in Minnesota. This manuscript also details the MNEHRC governance structure, working groups, data use agreements and technical infrastructure. The Consortium has produced several studies with state-wide impact. One study, Health Trends Across Communities in Minnesota, is described in detail to illustrate aspects of this collaboration. MNEHRC has been a successful collaboration and vital resource for public health surveillance in the state of Minnesota. Initially, the Consortium focused on surveillance related to COVID-19 infections and vaccinations but has recently expanded into other public health and chronic disease research.

Transitions of care are the movement of a patient from one care setting or provider to another. Interprofessional collaboration is critical in ensuring patient safety and satisfactory health outcomes. Each time an interprofessional team transfers a patient, the team performs three important roles: representing the patient, providing patient information for other team members, and coordinating the transition. Poor transitions of care may contribute to negative health outcomes, especially for patients with chronic health conditions, complex medication regimens, and high-risk treatments. We present a case study of a patient with complicated chronic obstructive pulmonary disease that depicts the importance of successful interprofessional collaboration during the transition of care from hospital to home illustrating the unique contributions of the various disciplines involved in the patient's care.

The field of Kinesiology has evolved in many ways, from preparing effective physical educators and coaches to preparing pre-rehabilitation sciences students (e.g., physical and occupational therapy, chiropractic, and physician assistant studies). Throughout our evolution, we have led the charge in developing interdisciplinary departments that engage professors in a wide variety of academic disciplines. Given our need to continue to evolve, and embrace the promise that interdisciplinary collaboration and research (IDCR) hold to help bring our discipline together, the purpose of this paper is to: (a) define and clarify terms; (b) discuss reasons why Kinesiology should engage in and lead IDCR; (c) present some challenges with IDCR; (d) make some suggestions for successful IDCR; (e) propose 4 dimensions for IDCR in Kinesiology and provide some examples of each (e.g., Health & Medicine, Technology & Data Science, Education & Community Engagement, and Business & Industry); and (f) and suggest some future directions for IDCR.

Establishing a national multidisciplinary board for complex pediatric renal tumors: Lessons learned.

Aclose interdisciplinary collaboration between anesthesia and surgery is essential to ensure that our mutual patients receive the best possible care throughout the entire surgical process. Both specialties have different tasks and perspectives and only when these are balanced with rather than against each other can the operating room, along with all related preoperative and postoperative measures, become aplace where excellent medicine, patient safety and efficient management go hand in hand. Despite potential areas of conflict interdisciplinary cooperation between surgeons and anesthesiologists can be highly effective when mutual respect, structured communication and shared decision-making are upheld and cultivated. This article aims to provide an overview of some key prerequisites for successful collaboration in this context.

Prospective multicentre studies represent a cornerstone of evidence-based advancement. However, within orthopaedics, and particularly in the European context of paediatric orthopaedics, such rigorous investigations are notably scarce. This study aims to explore the organizational, regulatory, and resource-related barriers hindering initiation of these crucial studies, using the setup phase of the 'EPOS Discoid Meniscus (DiMe) Project: a Prospective Multicentric Cohort Protocol'. A cross-sectional survey was conducted from 19 centres initially recruited for the European Paediatric Orthopaedic Society DiMe Project (NCT05580315) cohort study. Delays and perceived obstacles encountered during initiation phases: contract negotiation, ethics committee approval, and patient enrolment were assessed. A descriptive analysis was performed to characterize the data. Twelve responding centres (63.2%) were still in the contract negotiation phase, while 36.8% (n = 7) had progressed to the patient enrolment stage. Median duration for contract negotiation was 12 months (Q1-Q3: 7-22), matching ethical approval (Q1-Q3: 3-12). Sixty-three point two percent (n = 12) of responding centres were still in the contract negotiation phase, while 36.8% (n = 7) had progressed to patient enrolment, with 41 patients enrolled across these sites. Formal ethics committee submission was required de novo in 84.2% (n = 16) of responding centres. Major challenges identified included bureaucratic delays, lack of institutional support, absence of dedicated research staff, and prolonged administrative processes. The initiation of European multicentre studies in paediatric orthopaedics is hindered by institutional and regulatory barriers. Streamlining administrative and ethical processes and allocation of resources and personnel are needed to improve efficiency and facilitate successful collaborations. V - Expert opinion / Cross-sectional survey.

Meeting note generation has become an essential factor in successful collaboration and knowledge sharing, especially with the fast rise in popular large-scale video conferencing platforms. Manual summarization can be both time-intensive and imprecise, requiring intelligent automated methods. The traditional summarization techniques are unsuitable to extract heterogeneous information in meeting transcripts and stay within contextual accuracy. A strong AI-based model that combines semantic and acoustic characters in order to produce accurate note generation is required in this paper. The paper provides a Gated Convolutional Neural Network (GCNN) based AI-driven model that is utilized to generate meeting notes in large-scale video platforms. The proposed system works with the meeting transcripts by utilizing preprocessing with noise reduction and standard scaling, and hybrid feature extraction based on TF-IDF and MFCC. The proposed GCNN model incorporates gating mechanisms to retain the significant features by eliminating the redundancy hence enhancing the contextual understanding. The performance of the proposed model was evaluated using accuracy of 96%, precision of 95%, Recall of 94% and F1-score of 94%, and the results were archived for further analysis. It has been demonstrated that the model strongly improves the quality, coherence, and accuracy of automated summaries, which makes it very effective in real-world collaborative settings.

Over the past five years, Brown University’s Division of Advancement has intentionally strengthened fundraising for initiatives that aim to create a more diverse and inclusive academic community that extends a warm welcome and gives a sense of belonging to all. This aligns with the university’s mission and values to foster an inclusive and engaged community dedicated to advancing knowledge and free inquiry for the betterment of society, and in which all members can participate fully. The BrownTogether campaign, which concluded in December 2024, was successful at strengthening philanthropic giving to help fulfil this commitment. The campaign surpassed its initial US$3bn fundraising goal more than a year ahead of schedule and raised a remarkable $4.44bn. The campaign’s success was partly due to the substantial contributions made by alumni of colour. Driven by intentional, strategic efforts to engage all alumni — particularly by strengthening connections with alumni of colour — the Division of Advancement pursued two goals: Firstly, to establish inclusive objectives that raise awareness among all alumni about the importance of diversity and inclusion, fostering meaningful opportunities for alumni of colour to engage with the institution through shared interests and relevant issues. Second, to advance a culture rooted in collaboration, open-mindedness and the integration of diverse perspectives. This culture emphasised empowering individuals to take initiative and fostering a sense of ownership and belonging, aligning with the shared equity leadership model framework. This paper analyses the key engagement strategies that strengthened relationships with alumni of colour. In particular, the paper examines Black philanthropic traditions and historical barriers to giving, and explains how intentional engagement events can increase volunteerism and philanthropy among alumni of colour. While the division works with alumni of all identities and backgrounds, the Division of Advancement’s strong partnership with the Inman Page Black Alumni Council is highlighted as an example of a successful collaboration. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.

To identify and synthesise qualitative and quantitative evidence of nurse managers' qualities, practices and styles related to leading nurses' interprofessional collaboration. Mixed-methods systematic review. Two authors independently selected studies based on predefined inclusion criteria, assessed quality and extracted data. A thematic synthesis with a convergent qualitative design was used. CINAHL, PubMed and Scopus were searched from January 1, 2010, to September 7, 2025. Citations of relevant articles were screened. A total of 32 articles were included. The analysis revealed two leadership core qualities, five core practices, and three core styles of nurse managers that promote nurses' interprofessional collaboration. Core qualities were proficiency and mindset. Core practices comprised empowering, communicating and informing, commitment to interprofessional collaboration, creating possibilities, and establishing an enhancing atmosphere. Core styles included authentic, transformational, and transactional leadership styles. The results reflect the situational nature of nursing leadership related to interprofessional collaboration. Successful leadership requires managers to adopt primarily a transformational leadership style, yet more traditional leadership is required occasionally. Results indicate that nursing leadership is foremost a process that evolves within its context. Greater clarity on how leadership influences nurses' interprofessional collaboration supports leaders, organisations, and educational institutions in developing and sustaining effective leadership. This review demonstrates that the quality of nursing leadership is a central factor for successful interprofessional collaboration. The PRISMA guidelines for Systematic Reviews and Meta-Analysis were used. This study did not include patient or public involvement in its design, conduct or reporting.

BackgroundNurse practitioners (NPs) and physicians are essential to providing acute, episodic and palliative care in long-term care (LTC) homes and preventing unnecessary hospital transfers.ObjectivesTo explore the attributes of effective NP-physician collaboration in LTC and identify barriers to developing it.MethodsAn exploratory qualitative study was conducted using semi-structured interviews with 10 NPs and six physicians practicing in LTC homes in Ontario, Canada. Recruited individuals were not matched NP-physician dyads. Data were analyzed using inductive thematic analysis.ResultsTwo distinct NP-physician practice models emerged: one characterized by successful collaboration, and the other by failed partnership. Findings are presented in the form of vignettes illustrating key differences between the models. Successful collaboration featured resident-centered care, non-hierarchical relationships, and clearly defined roles. Barriers included lack of trust, high NP workload, and role ambiguity.ConclusionNP-physician collaboration can improve care for LTC residents. Successful implementation requires clear communication, role clarity, and leadership engagement to support NP integration and foster effective interprofessional relationships.

Background: There are 433 Doctor of Nursing Practice (DNP) programs nationwide and 87 new programs under development (American Association of Colleges of Nursing [AACN], 2024). Rapid implementation of DNP programs created a ripe environment for curricula variation and uncertainty regarding best practices. Objective: The purpose of this article is to describe the evolution and impact of a grassroots collaborative initiative of DNP faculty leaders from across the country that emerged from uncertainty in implementing AACN guidelines and expectations. This group, the National DNP Think Tank, includes DNP- and PhD-prepared faculty and practice-based colleagues. Methods: A shared vision to shape the evolution of DNP education while cultivating future nursing leaders underpinned the establishment of an open, nonjudgmental virtual forum dedicated to exploring topics, challenges, and solutions in DNP programs. Results: Collaborative dialogue catalyzed the inception of National DNP Conversations, quarterly webinars, a nationwide research initiative on DNP program practices, and sustained collaborative scholarly endeavors. Conclusions: The potential impact and value of think tanks is well documented (De Boer, 2015; Kuhn & Margellos, 2023). Efforts of this group are advancing the evolution of DNP education. Implications for Nursing: National DNP Think Tank members share their lived experiences, emphasizing the importance of professional relationships, critical elements of successful collaboration, and the role of national dialogues in shaping the future.

Purpose This paper enhances the use of digital educational escape rooms (DEER) in social entrepreneurship (SE) education by identifying key design elements that effectively impart essential skills. It offers educators a comprehensive framework for designing and implementing DEER to improve educational practices in this field. Design/methodology/approach This literature review, conducted following PRISMA guidelines, analyzed 38 papers on DEER. The methodology ensured an examination of theoretical underpinnings, design elements and learning objectives through structured identification, screening, eligibility assessment and inclusion processes. The research question formulated was: Which narrative and social context, game mechanics and dynamics and aesthetic and immersion elements are essential for teaching SE skills through DEER? Findings While not all papers addressed both learning and game design theories, many outlined DEER components guiding the creation process. Successful collaboration in online groups emerged as a common theme, and while specific puzzle types were less impactful, the gamified context significantly influenced learning outcomes. Research limitations/implications The targeted analysis of selected papers offers nuanced insights into DEER design elements and suggests future research opportunities to expand understanding across diverse educational contexts. Practical implications As a practical implication, this study considers that by integrating DEER into educational curricula, educators can create engaging and impactful learning environments that prepare students to tackle real-world social challenges. Social implications Integrating DEER into higher education has significant social implications, equipping students with durable skills and fostering community engagement for making a social impact. Originality/value This study fills a gap in the literature regarding DEER applications beyond STEM fields, contributing to the understanding of how DEER can align with SE-specific learning objectives.

Purpose This study investigates how increased virtuality and remote participation in dispersed project environments affect inter-organizational collaboration and identifies the managerial approaches needed to adapt and maintain effective collaboration throughout the project lifecycle. Design/methodology/approach A qualitative research design was employed to explore and analyze managerial practices in virtual, inter-organizational settings. Data were collected and interpreted to understand key challenges of virtual collaboration and how managers adapt their strategies in response to reduced physical interaction and increased distance between project participants. Findings The study reveals that successful collaboration in virtual project environments requires recognition of the challenges posed by distance and diminished face-to-face contact. It highlights the importance of integrating these factors into project strategy and emphasizes the need for holistic planning and implementation of virtual collaboration mechanisms aligned with project goals. Originality/value This research contributes to project management literature by offering novel and topical insights into how inter-organizational collaboration can be effectively managed and facilitated in increasingly virtual project settings. It highlights the importance of adapting managerial practices to support virtual collaboration in dispersed projects.

I offer suggestions to increase the probability of success of an international research project. Collaborative studies often produce more innovative and transformative scientific results than work done by a single investigator or an isolated team. My advice is intended for early-career scientists. The product of the collaboration may be high-impact research publications, enhanced geophysical monitoring capabilities in a foreign country, or an advanced training course. Choosing the right international partner is the most important step. Keeping an open mind and being receptive to suggestions to modify the initial concept is critical. Other key steps include having a mutually agreed upon plan with achievable goals and well-defined expected outcomes. International cooperation is a richly rewarding experience that accelerates progress in the Earth Sciences.

Emergency interdisciplinary surgeries present major challenges for healthcare teams. We report a case of successful collaboration during emergency resection of a giant solitary fibrous tumor in a 36-year-old woman.Six years after refusing elective surgery for a large right-sided thoracic tumor, the patient presented with dyspnea, facial edema, and signs of venous congestion. Imaging showed a massive tumor displacing the heart and compressing both venae cavae. An open hemiclamshell tumorectomy was performed under veno-arterial ECMO support with a balloon catheter positioned for potential hemostatic control. The surgical intervention was uneventful, and the patient was discharged to rehabilitation 11 days later.This case highlights the importance of structured interdisciplinary collaboration and crisis resource management (CRM) principles in complex, high-risk surgeries. Preoperative joint planning, clear communication, and continuous intraoperative evaluation were the key to achieve a favorable outcome.Interdisciplinary planning and CRM-based communication are essential for the safe and successful management of major emergency surgeries.

Transdisciplinarity and the co-production of knowledge have become fundamental approaches to addressing complex social problems. However, the sustainability of collaborative partnerships remains underexplored from an empirical perspective. This article examines the mechanisms that shape the continuity of collaborative networks in social innovation projects in the field of social services, particularly those linked to community-based welfare systems in Andalusia (Spain). Drawing on a thematic qualitative analysis of 15 social innovation projects and 14 semi-structured interviews with project coordinators, the study explores how diverse actors (universities, public administrations, third-sector organisations, and citizens) mobilise different types of social capital within local social services. The findings reveal that collaboration success depends on a balance between relational enablers (trust and shared experiences) and structural barriers (bureaucracy, work overload, and lack of time). The analysis also shows that participatory methodologies and connections with pre-existing networks are essential for sustaining collaboration after project completion. The article concludes that the sustainability of transdisciplinary social innovation in social services requires moving beyond project management logics and investing in the care of invisible relational structures, with implications for public policies aimed at consolidating trust ecosystems and long-term collective learning.

ABSTRACT As online learning environments become increasingly popular within engineering education, practitioners and researchers seek to enhance teaching and learning by better understanding the factors influencing students’ perceptions. This study aims to explore some of these factors by employing a multi-methods survey design, which included a Teamwork Satisfaction Scale, Online Collaborative Attitude Scale and an open-ended question. The participants are first-year engineering students (N = 94) in an online module that was developed and implemented during the COVID-19 pandemic. The quantitative results highlight overall positive student perceptions of teamwork satisfaction and collaborative attitude in the online environment. The qualitative results identify eleven elements of successful online collaboration. The findings also highlight multiple factors which have the potential to positively impact student perceptions of collaboration in online PBL settings. Additionally, the study presents a refined Teamwork Satisfaction Scale and Collaborative Attitude Scale. However, further refinement by way of an exploratory factor analysis is recommended.

This study examines the factors influencing university–industry collaboration in developing countries, using Chile as a case study. Although communication and university brand image are often viewed as central relational elements, results show that their effects on collaboration success are mostly indirect. Based on survey data from Chilean firms involved in R&D projects and analyzed through PLS-SEM, the findings identify satisfaction as the strongest driver of collaboration success, operating both directly and through its positive influence on trust and commitment. Satisfaction is shaped by two antecedents: it is directly affected by university brand image and indirectly by communication, whose influence is transmitted through its positive impact on functional conflict. While neither brand image nor communication directly increases collaboration success, both enhance relational quality by strengthening satisfaction and improving conflict management. The study offers insights for policymakers and universities in developing economies seeking to improve the effectiveness and long-term sustainability of R&D partnerships.

This research investigates the incorporation of the effectiveness of knowledge transfer and process improvement in GSD project outcome relationship from the service provider perspective in the following dimensions: product success, successful collaboration, and personal satisfaction. Similarly, the process improvement has been measured via GSD team KT dimensions: knowledge, team, technology, and organization factors.

Background: The horticulture sector in India faces a significant challenge due to the high perishability of produce, resulting in substantial losses in quantity, quality and producer returns. To mitigate these challenges, the India International Horticulture Market (IIHM) has been established in Sonipat, Haryana, as a world-class facility capable of managing large volumes of produce from auction to processing and market distribution while maintaining quality standards. IIHM will serve 17 states and provide dynamic business opportunities. The study primarily focuses on exploring business opportunities and their financial viability within the IIHM framework. Methods: The study was structured around two primary objectives: (i) to study and analyse various revenue generation streams for the fruits and vegetables wholesale market and (ii) to identify parameters for different revenue models and prepare a business model for each combination. Data collection involved brainstorming sessions with officials from the fruits and vegetable wholesale market, analysis of detailed project reports (including the Rungis Market) and a study of Asia’s largest wholesale spice market in Delhi. Seventeen distinct revenue generation streams were identified, which were examined under four principal revenue models: renting, outright sales, revenue sharing and collaboration. Simple mathematical and statistical tools were employed for data analysis. Calculations for the rental model were performed using input information, such as area and rate per square metre, provided by the National Council of State Agriculture Marketing Boards, applying a 1.5% annual growth rate after an initial two-year gestation period. Rates for outright sales, revenue sharing and collaboration models were determined by aiming to surpass the income generated through the rental model. Result: The rental model emerged as the most financially viable among the seventeen streams, while the success of outright sales, revenue sharing and collaboration was contingent on pricing structures and partnership levels. Financial projections over 12 years demonstrated significant revenue potential, exemplified by Shops and Sheds under the rental model generating Rs. 9,61,87,50,000. The findings emphasise the necessity of incorporating growth rates into lease models to ensure long-term profitability.