Creating and implementing local health and wellbeing policy: networks, interactions and collective knowledge creation amongst public sector managers

Result code in IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F00216208%3A11230%2F18%3A10377485" target="_blank" >RIV/00216208:11230/18:10377485 - isvavai.cz</a>

Result on the web

<a href="https://doi.org/10.1332/174426418X15314036922151" target="_blank" >https://doi.org/10.1332/174426418X15314036922151</a>

DOI - Digital Object Identifier

<a href="http://dx.doi.org/10.1332/174426418X15314036922151" target="_blank" >10.1332/174426418X15314036922151</a>

Result language

angličtina

Original language name

Creating and implementing local health and wellbeing policy: networks, interactions and collective knowledge creation amongst public sector managers

Original language description

Background: In the UK managers from multiple organisations are commonly tasked with collectively devising and implementing local health and wellbeing policies as a way of addressing increasing demand for healthcare. This requires them to create knowledge together but relatively little is known about how this occurs. This paper reports the results of research into how managers collectively create knowledge in order to address local health and wellbeing challenges. Methods: We undertook a case study in three sites in England. Using statistical network modelling we identified clusters of actors and interviewed managers from heterogeneous clusters about their collective activities. We used interview and documentary data to construct accounts of collective knowledge creation. Findings: Managers simultaneously work across stable bureaucratic networks and temporary taskforces in order to create and implement local health and wellbeing policy. They collectively create knowledge by enacting networks of relationships which enable them to share and build on routines and discourses and to reach out for new evidence, perspectives and skills. When creating knowledge, managers&apos; ability to draw on and harmonise alternative programmes of action and their willingness to collectively negotiate is more important than their managerial status or position. Conclusions: Managers should be encouraged to examine and discuss their alternative programmes of action and to see these as a catalyst for rather than barrier to collectively creating and implementing local health and wellbeing policies, and should be supported and valued for their ability to harmonise conflicting programmes of action. key messages Health and wellbeing managers use fluid and stable networks of relationships to create local policy. These networks enable managers to build on pre-existing discourses and reach out for new knowledge. Creating knowledge relies on managers&apos; ability to harmonize conflicting programmes of action. Narrative methods show how networks are enacted to overcome barriers to collective knowledge creation.

Czech name

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Czech description

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Type

J_imp - Article in a specialist periodical, which is included in the Web of Science database

CEP classification

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OECD FORD branch

50401 - Sociology

Project

—

Continuities

I - Institucionalni podpora na dlouhodoby koncepcni rozvoj vyzkumne organizace

Publication year

2018

Confidentiality

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Name of the periodical

Evidence and Policy

ISSN

1744-2648

e-ISSN

—

Volume of the periodical

14

Issue of the periodical within the volume

3

Country of publishing house

GB - UNITED KINGDOM

Number of pages

22

Pages from-to

477-498

UT code for WoS article

000444384600006

EID of the result in the Scopus database

2-s2.0-85055190809