Integrating: A managerial practice that enables implementation in fragmented healthcare environments [Under Review]
Description
In this paper with Michaela Kerrisey, Sara Singer, Nicholas Leydon, and Gordon Schiff, we identify the factors that enabled primary care clinics to overcome implementation barriers and explain how clinic managers can integrate those factors across roles. Our embedded case study followed sixteen primary care groups implementing process improvements over 15 months. Our qualitative analysis allowed us to develop a conceptual framework of the managerial practice of integrating in the implementation process in healthcare. Through our approach, we were able to contribute to the integration and middle management literatures. We also highlighted the critical role of clinic managers—a role often overlooked in health services research—and the specific actions they took to foster collaboration across highly fragmented groups.