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Members’ Perceptions of Community Care Network Partnerships’ Effectiveness

Health Research and Educational Trust

Shoshanna Sofaer

Baruch College

Gloria J. Bazzoli

Virginia Commonwealth University

Jeffrey A. Alexander

University of Michigan

Stephen M. Shortell

University of California, Berkeley

Douglas A. Conrad

University of Washington

Benjamin Chan

Ann P. Zukoski

Oregon State University

Jane Sweney

Investment in voluntary partnerships raises important questions: Should we invest in collaboration in moving toward the goals of health system redesign? What makes collaborative groups effective? Given the voluntary nature of these partnerships, membership perceptions of their experiences and the partnership’s effectiveness should be important predictors of success. This article provides a preliminary analyses of perceived effectiveness of participants’ perceptions of their own partnership, particularly focusingon leadership, conflict management, decision-making dynamics, and the breadth and depth of partnership membership. Members’ perceptions that the partnership membership was "sufficiently broad to accomplish objectives" had a negative and highly significant relationship to perceived effectiveness. Members’ perceptions about leadership beingethical was positively related to perceived effectiveness while perceptions that the leadership was not effective a keeping the group focused was negatively related to perceived effectiveness.

Key Words: networks • partnerships • perceived effectiveness

Medical Care Research and Review, Vol. 60, No. 4 suppl, 40S-62S (2003)
DOI: 10.1177/1077558703260272


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