Access the full text.
Sign up today, get DeepDyve free for 14 days.
D. Conrad (1993)
Coordinating patient care services in regional health systems: the challenge of clinical integration.Hospital & health services administration, 38 4
Duncan Angwin, Tanya Sammut-Bonnici
COOPERATIVE STRATEGIES
Robert Stern, J. Pfeffer, G. Salancik (1979)
The External Control of Organizations: A Resource Dependence Perspective.Contemporary Sociology, 8
R. Perrucci, M. Pilisuk (1970)
Leaders and Ruling Elites: The Interorganizational Bases of Community PowerAmerican Sociological Review, 35
J. Morrissey, M. Tausig, Michael Lindsey (1985)
Network analysis methods for mental health service system research : a comparison of two community support systems
H. Reitz (1979)
The External Control of Organizations: A Resource Dependence PerspectiveAcademy of Management Review, 4
Jay Galbraith (1977)
Organization Design
S. Shortell, R. Gillies, Anderson Da, Mitchell Jb, Morgan Kl (1993)
Creating organized delivery systems: the barriers and facilitators.Hospital & health services administration, 38 4
H. Goldman, J. Morrissey, M. Ridgely, R. Frank, S. Newman, C. Kennedy (1992)
Lessons from the program on chronic mental illness.Health affairs, 11 3
H. Aldrich (1979)
Organizations and Environments
(1992)
Coalitions and Public Health: A Program Managers Guide to the Issues
(1986)
Organizing Community Health Services for the Elderly
D. Russell (1969)
The Sociology of Small GroupsSociology, 3
C. Oliver, C. Alter, J. Hage (1992)
Organizations Working Together
O. Grusky, K. Tierney, James Holstein, R. Anspach, D. Davis, D. Unruh, S. Webster, S. Vandewater, H. Allen (1985)
Models of Local Mental Health Delivery SystemsAmerican Behavioral Scientist, 28
(1995)
Strategic Alliances as a Structure for Integrated Delivery Systems
A. Kaluzny, Zuckerman Hs (1992)
Strategic alliances: two perspectives for understanding their effects on health services.Hospital & health services administration, 37 4
(1995)
Managed Care and Integrated Healthcare
L. Brown, C. Mclaughlin (1990)
Constraining costs at the community level: a critique.Health affairs, 9 4
D. Wholey, R. Feldman, J. Christianson (1995)
The effect of market structure on HMO premiums.Journal of health economics, 14 1
Neil Hochstadt, Neil Harwicke (1985)
How effective is the multidisciplinary approach? A follow-up study.Child abuse & neglect, 9 3
Paul Halverson, Glen Mays, Arnold Kaluzny, Thomas Richards (1997)
Not-so-strange bedfellows: models of interaction between managed care plans and public health agencies.The Milbank quarterly, 75 1
G. Bazzoli, K. Madura, G. Cooper, E. Mackenzie, R. Maier (1995)
Progress in the development of trauma systems in the United States. Results of a national survey.JAMA, 273 5
Ann Dill (1994)
Institutional environments and organizational responses to AIDS.Journal of health and social behavior, 35 4
(1995)
The Struc ture of Strategic Alliances: Evidence from Rural Hospital N et works
(1997)
Health Network Innovations
(1996)
Tracking changes in the public health system: what researchers need to know to monitor and evaluate these changes.Issue brief, 2
(1996)
Healthy Communities: New Partnerships fo r the Future o f Public H ealth
John Kingdon (1984)
Agendas, alternatives, and public policies
S. Sofaer, R. Myrtle (1991)
Interorganizational Theory and Research: Implications for Health Care Management, Policy, and ResearchMedical Care Review, 48
R. Golembiewski, M. Olson (1965)
The Logic of Collective Action
(1995)
Models That Work: The 1995 Compendium of Innovative Primary Health Care Pro grams for Underserved and Vulnerable Populations
J. Bolland, J. Wilson (1994)
Three faces of integrative coordination: a model of interorganizational relations in community-based health and human services.Health services research, 29 3
R. Gillies, S. Shortell, Anderson Da, Mitchell Jb, K. Morgan (1993)
Conceptualizing and measuring integration: findings from the health systems integration study.Hospital & health services administration, 38 4
S. Shortell, E. Zajac (1990)
Health Care Organizations and the Development of the Strategic Management Perspective
J. Alexander, M. Comfort, B. Weiner (1998)
Governance in Public‐Private Community Health Partnerships: A Survey of the Community Care Network SM Demonstration SitesNonprofit Management and Leadership, 8
John Byles (1985)
Problems in interagency collaboration: lessons from a project that failed.Child abuse & neglect, 9 4
The collaboration among public–private partnerships that applied to the Community Care Network (CCN) demonstration program of the Hospital Research and Educational Trust is examined. These partnerships link broad‐based community coalitions with health and human service providers in efforts to improve community health and local service delivery. Although they willingly collaborated in identifying community health needs, coordinating services, and reporting to the community, partnership participants showed less alacrity in joining forces to reduce redundancy and increase efficiency. Such patterns suggest that organizations might best profit from working together on activities that maintain existing power relations and that have the potential to add prestige and attract new clients. Collaboration in these areas may be essential to building a foundation of trust that leads to future cooperation in more sensitive areas.
The Milbank Quarterly – Wiley
Published: Dec 1, 1997
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.