title: The institutional logic of integrated care: an ethnography of patient transitions.
abstract: Purpose The purpose of this paper is to use theories of institutional logics and institutional entrepreneurship to examine how and why macro-, meso-, and micro-level influences inter-relate in the implementation of integrated transitional care out of hospital in the English National Health Service. Design/methodology/approach The authors conducted an ethnographic case study of a hospital and surrounding services within a large urban centre in England. Specific methods included qualitative interviews with patients/caregivers, health/social care providers, and organizational leaders; observations of hospital transition planning meetings, community "hub" meetings, and other instances of transition planning; reviews of patient records; and analysis of key policy documents. Analysis was iterative and informed by theory on institutional logics and institutional entrepreneurship. Findings Organizational leaders at the meso-level of health and social care promoted a partnership logic of integrated care in response to conflicting institutional ideas found within a key macro-level policy enacted in 2003 (The Community Care (Delayed Discharges) Act). Through institutional entrepreneurship at the micro-level, the partnership logic became manifest in the form of relationship work among health and social care providers; they sought to build strong interpersonal relationships to enact more integrated transitional care. Originality/value This study has three key implications. First, efforts to promote integrated care should strategically include institutional entrepreneurs at the organizational and clinical levels. Second, integrated care initiatives should emphasize relationship-building among health and social care providers. Finally, theoretical development on institutional logics should further examine the role of interpersonal relationships in facilitating the "spread" of logics between macro-, meso-, and micro-level influences on inter-organizational change.
authors.affiliation: Institute for Health System Solutions and Virtual Care, Women's College Hospital, Toronto, Canada.
authors.forename: James A
authors.initials: JA
authors.lastname: Shaw
authors.affiliation: Toronto Rehabilitation Institute-University Health Network , Toronto, Canada.|Dalla Lana School of Public Health, University of Toronto , Toronto, Canada.
authors.forename: Pia
authors.initials: P
authors.lastname: Kontos
authors.affiliation: College of Health and Life Sciences, Brunel University , London, UK.
authors.forename: Wendy
authors.initials: W
authors.lastname: Martin
authors.affiliation: College of Health and Life Sciences, Brunel University , London, UK.
authors.forename: Christina
authors.initials: C
authors.lastname: Victor
mesh_terms: D003266:Continuity of Patient Care / Q000458:organization & administration*; D019033:Delivery of Health Care, Integrated / Q000458:organization & administration*; D004739:England; D005007:Ethnology; D006801:Humans; D007407:Interviews as Topic; D016134:Organizational Policy; D010351:Patient Discharge
keywords: Government policy; Home care; Hospital management; Implementation; Integration; Organizational theory