Making integrated care happen
Middle managers’ views on leadership for promoting multidisciplinary collaboration at the early stage of the Finnish social and healthcare reform
Bibliographic Data
| ID | 21467566 |
|---|---|
| Authors | Soila Karreinen (0000-0002-3115-2408, Tampere University, corresponding author), Satu Paatela (0000-0003-3548-7827, Finnish Institute for Health and Welfare), Henna Paananen (0000-0003-1140-7730, Tampere University), Moona Huhtakangas (0000-0002-5998-883X, University of Eastern Finland), Markku Satokangas (0000-0003-1085-8687, Finnish Institute for Health and Welfare), Harri Jalonen (0000-0002-6941-7969, University of Vaasa), Liina-Kaisa Tynkkynen (0000-0003-0729-1595), Liina‐kaisa Tynkkynen (Finnish Institute for Health and Welfare) |
| Year | 2025 |
| Volume | 160 |
| Pages | 105320 |
| Publication date | 2025-10-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Health Policy (JOURNAL) |
| Journal identifiers | ISSN: 0168-8510 • E-ISSN: 1872-6054 |
| Publisher | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.healthpol.2025.105320 |
| PMID | 40246665 |
| OpenAlex | W4409323677 |
| Language | EN |
| Citations received | 1 |
| References cited | 46 |
Different forms of health and social care integration are promoted in many countries to address the complex needs of the population. This qualitative study explores integrative leadership from the perspective of middle managers. The study examines how national and regional integration aspirations are converted into micro-level multidisciplinary collaborations through leadership actions in primary health and social services. The study was conducted at the early stages of major social and health services reform in Finland. The data forms a cross-section of 11 interviews with middle-level managers from different sectors in a new wellbeing services county. Thematic analysis revealed that managers view integrated care positively, considering it efficient and useful. Their main goal is to create public value, including cost-efficiency. The managers believe that their task is to promote multidisciplinary collaboration by developing visions, structures and processes that support professionals in implementing changes in daily work. Many aspects of integrative leadership, such as shared goals and collaborative processes, were identified. More contradictory issues, such as tensions and conflicts between stakeholders, complex accountabilities, legitimacy and power imbalances, were almost absent in the data. These issues should be addressed in organisations, and their role should be studied further as a potential barrier to the successful implementation of integrated care
Health care · Health care reform · Multidisciplinary approach · Multidisciplinary team · Political science · Public relations · Social care · Social science · Sociology · Healthcare Quality and Management · Interprofessional Education and Collaboration · Medicine · Mental Health and Patient Involvement · Nursing · Health Policy
Towards a multi-actor theory of public value co-creation
The effects of integrated care
Advancing Public Service Logic
Public value creation mechanisms in the context of public service logic
Development of hybrid professionalism
Understanding Public Value – Why Does It Matter
“Top-Three” health reforms in 31 high-income countries in 2018 and 2019
What does Success Look Like for Leaders of Integrated Health and Social Care Systems? a Realist Review
Barriers to the Integration of Care in Inter-Organisational Settings
Roles of professionals in value co-creation
An Overview of Reviews on Interprofessional Collaboration in Primary Care
Integrated care
Integrating Health and Social Services in Finland
Understanding integrated care
Understanding Integrated Care
Public Values in Governance Networks
Why Reforms So Often Disappoint
Public Values
Public Value is Knowable, Public Value Creation is Not
Designing and Implementing Cross‐Sector Collaborations
Public Value Creation by Cross‐sector Collaborations
Synthesizing the Implementation Literature
| Unique citing works | 1 |
|---|---|
| Citations per year | 1 |
| Citation span | 2026 - 2026 (1) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 1 |