
Vicky Ward
In this blog post Vicky Ward responds to questions from Co-Editor-in-Chief, Dan Mallinson about her recent publication, ‘Knowledge practices in integrated care: an examination of health and social care teams using collective knowledge creation theory’.
Integrated care is commonly seen as the means to bridge gaps between organisations, services and professions across the health and care landscape and improve care. The promise is compelling: bring health and social care practitioners together, and they’ll share their expertise to create holistic, joined-up care for people with complex needs. Simple, right?
Not quite. After spending over two years observing case management meetings across five integrated teams, I found that knowledge sharing was far messier than the policy rhetoric suggests. My research drew on organisational knowledge creation theory to reveal four patterns that help explain why this is the case.
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