A meta‐ethnography of organisational culture in primary care medical practice

A meta‐ethnography of organisational culture in primary care medical practice Purpose – Over the past decade, there has been growing international interest in shaping local organisational cultures in primary healthcare. However, the contextual relevance of extant culture assessment instruments to the primary care context has been questioned. The aim of this paper is to derive a new contextually appropriate understanding of the key dimensions of primary care medical practice organisational culture and their inter‐relationship through a synthesis of published qualitative research. Design/methodology/approach – A systematic search of six electronic databases followed by a synthesis using techniques of meta‐ethnography involving translation and re‐interpretation. Findings – A total of 16 papers were included in the meta‐ethnography from the UK, the USA, Canada, Australia and New Zealand that fell into two related groups: those focused on practice organisational characteristics and narratives of practice individuality; and those focused on sub‐practice variation across professional, managerial and administrative lines. It was found that primary care organisational culture was characterised by four key dimensions, i.e. responsiveness, team hierarchy, care philosophy and communication. These dimensions are multi‐level and inter‐professional in nature, spanning both practice and sub‐practice levels. Research limitations/implications – The research contributes to organisational culture theory development. The four new cultural dimensions provide a synthesized conceptual framework for researchers to evaluate and understand primary care cultural and sub‐cultural levels. Practical implications – The synthesised cultural dimensions present a framework for practitioners to understand and change organisational culture in primary care teams. Originality/value – The research uses an innovative research methodology to synthesise the existing qualitative research and is one of the first to develop systematically a qualitative conceptual framing of primary care organisational culture. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Health Organisation and Management Emerald Publishing

A meta‐ethnography of organisational culture in primary care medical practice

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7266
DOI
10.1108/JHOM-07-2012-0125
pmid
24783664
Publisher site
See Article on Publisher Site

Abstract

Purpose – Over the past decade, there has been growing international interest in shaping local organisational cultures in primary healthcare. However, the contextual relevance of extant culture assessment instruments to the primary care context has been questioned. The aim of this paper is to derive a new contextually appropriate understanding of the key dimensions of primary care medical practice organisational culture and their inter‐relationship through a synthesis of published qualitative research. Design/methodology/approach – A systematic search of six electronic databases followed by a synthesis using techniques of meta‐ethnography involving translation and re‐interpretation. Findings – A total of 16 papers were included in the meta‐ethnography from the UK, the USA, Canada, Australia and New Zealand that fell into two related groups: those focused on practice organisational characteristics and narratives of practice individuality; and those focused on sub‐practice variation across professional, managerial and administrative lines. It was found that primary care organisational culture was characterised by four key dimensions, i.e. responsiveness, team hierarchy, care philosophy and communication. These dimensions are multi‐level and inter‐professional in nature, spanning both practice and sub‐practice levels. Research limitations/implications – The research contributes to organisational culture theory development. The four new cultural dimensions provide a synthesized conceptual framework for researchers to evaluate and understand primary care cultural and sub‐cultural levels. Practical implications – The synthesised cultural dimensions present a framework for practitioners to understand and change organisational culture in primary care teams. Originality/value – The research uses an innovative research methodology to synthesise the existing qualitative research and is one of the first to develop systematically a qualitative conceptual framing of primary care organisational culture.

Journal

Journal of Health Organisation and ManagementEmerald Publishing

Published: Mar 11, 2014

Keywords: Organisational culture; Primary care; Meta‐ethnography

References

  • Evaluating meta‐ethnography: a synthesis of qualitative research on lay experiences of diabetes and diabetes care
    Campbell, R.; Pound, P.; Pope, C.; Britten, N.; Pill, R.; Morgan, M.; Donovan, J.
  • Defining quality of care
    Campbell, S.M.; Roland, M.O.; Buetow, S.
  • Divergent cultures? When public organizations perform well in developing countries
    Grindle, M.S.
  • The association between culture, climate and quality of care in primary health care teams
    Hann, M.; Bower, P.; Campbell, S.; Marshall, M.; Reeves, D.
  • Reform and autonomy: perceptions of the Australian general practice community
    Marjoribanks, T.; Lewis, J.M.
  • Dynamic professional boundaries in the healthcare workforce
    Nancarrow, S.A.; Borthwick, A.M.

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