Structuring successful collaboration: a longitudinal social network analysis of a translational research network.
Structuring successful collaboration: a longitudinal social network analysis of a translational research network.
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DOI：
10.1186/s13012-016-0381-y
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发表时间：
2016-02-11
期刊：
影响因子：
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通讯作者：
Braithwaite J
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文献类型：
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作者：
Long JC;Hibbert P;Braithwaite J
2012 年和 2013 年，我们对一个新的转化研究网络 (TRN) 进行了社交网络调查，该网络旨在为癌症患者提供更好的护理。这两项调查的结果表明，在 TRN 建立之前，研究人员和临床医生之间就存在各自为政的情况，但该网络具有调节协作关系的作用。本文报告了 TRN 的第三次社交网络调查，重点关注成员之间合作安排的结构。 TRN 成员受邀于 2015 年 5 月完成一项在线全网络调查。该调查要求受访者确定其 TRN 会员所带来的个人影响、产出和更广泛的成果。最后一个问题要求受访者选择与他们正式或非正式合作过的 TRN 成员的姓名。对于每位被提名的成员，他们都被要求说明在加入 TRN 之前是否认识这个人。回复率为 70%。 4 年来，TRN 的成员数量从 68 名增加到 244 名。 TRN 内部和跨 TRN 的关系变得更加协作和互动，成员之间有 1658 个协作关系，其中超过 40% 的关系与参与者在加入 TRN 之前不认识的人建立了关系。这表明网络运作良好，该网络保留了对 TRN 最初目标的关注，并促进了研究人员、临床医生、管理人员、消费者和 TRN 运营人员之间的合作。这项调查显示，TRN 的影响超出了正式 TRN 资助项目的成果。大约三分之一的受访者可以列出并非由 TRN 直接资助但属于 TRN 会员的项目。 77% 的受访者给出了通过 TRN 带来实践变革的例子。未来的一个重大风险因素是对关键或中央 TRN 参与者的高度依赖。 TRN 的结构及其活跃的中央参与者和经纪人能够促进实施举措方面的合作，从而导致实践变革。显示了社会专业网络在推动这种合作中的作用。本文的在线版本 (doi:10.1186/s13012-016-0381-y) 包含补充材料，可供授权用户使用。
In 2012 and 2013, we conducted a social network survey of a new translational research network (TRN) designed to deliver better care to cancer patients. Results of these two surveys showed that silos of researchers and clinicians existed before the TRN was established but that the network had mediated collaborative relationships. This paper reports on a third social network survey of the TRN and focusses on the structure of the collaborative arrangements among members. Members of the TRN were invited to complete an on-line, whole network survey in May 2015. The survey asked respondents to identify personal impacts, outputs and wider outcomes attributable to their TRN membership. The final question asked respondents to select the name of TRN members with whom they had collaborated either formally or informally. For each member nominated, they were asked to say whether they had known this person before joining the TRN. Response rate was 70 %. Over 4 years, the TRN has grown in size from 68 to 244 members. Relationships within and across the TRN have become more collaborative and interactive, with 1658 collaborative ties between members and over 40 % of ties with people unknown to participants before they joined the TRN. This points to a well-functioning network which has retained its focus on the original goals of the TRN and has fostered collaboration between researchers, clinicians, managers, consumers and TRN operational staff. This survey shows that the TRN’s impact goes beyond outcomes from formal TRN-funded projects. About one third of respondents could list projects not directly funded by the TRN but which are attributed to TRN membership. Examples of practice change brought about through the TRN were given by 77 % of respondents. A substantial risk factor for the future is the high levels of dependency on key or central TRN participants. The structure of the TRN with its active central actors and brokers has been able to foster collaboration on implementation initiatives that result in practice change. The role of a social professional network in driving this collaboration is shown. The online version of this article (doi:10.1186/s13012-016-0381-y) contains supplementary material, which is available to authorized users.