TY - JOUR
T1 - Sustaining multistakeholder alliances
AU - D'aunno, Thomas
AU - Hearld, Larry
AU - Alexander, Jeffrey A.
N1 - Funding Information:
This study was funded by the Robert Wood Johnson Foundation and was approved by the institutional review boards of the authors_ institutions. The authors have disclosed that they have no significant relationship with, or financial interest in, any commercial companies pertaining to this article. Supplemental digital content is available for this article. Direct URL citations appear in the printed text and are provided in the HTML and PDF versions of this article on the journal_s Web site (www.hcmrjournal.com).
Funding Information:
This study was part of a larger investigation of Aligning Forces for Quality (AF4Q), a multisite, 10-year initiative (2005Y2015) funded by the Robert Wood Johnson Foundation (RWJF; Scanlon et al., 2016). The premise of AF4Q is that the greatest improvements in the quality of care for the chronically ill can be achieved when aligning the efforts of key actors, including health care providers (physicians, physician groups, nurses, and hospitals), health care purchasers (employers and insurers), and health care consumers (patients), through multistakeholder alliances. Table 1 shows important characteristics of the 15 participating alliances, including their organizational form (type and status as nonprofit), mission statement, location, and size of market.
Publisher Copyright:
© 2017 Wolters Kluwer Health, Inc.
PY - 2019/4/1
Y1 - 2019/4/1
N2 - Background: Multistakeholder alliances that bring together diverse organizations to work on community-level health issues are playing an increasingly prominent role in the U.S. health care system. Yet, these alliances by their nature are fragile. In particular, low barriers to exit make alliances particularly vulnerable to disruption if key stakeholders leave. What factors are linked to the sustainability of alliances? One way to approach this question is to examine the perceptions of alliance participants, whose on-going involvement in alliances likely will matter much to their sustainability. Purpose: This study addresses the question: "Under what conditions do participants in alliances consider that their alliances are well positioned for the future, will perform well over time, and will be able to deal effectively with future challenges?" Methods: We draw on cross-sectional survey data collected in the summer of 2015 from a total number of 638 participants in 15 alliances that participated in the Robert Wood Johnson Foundation's Aligning Forces for Quality program. Results: Results from regression analyses indicate that alliance participants are more likely to view their alliances as sustainable when they (a) share a common vision, goals, and strategies for the alliance and (b) perceive that the alliance has performed effectively in the past. Practice Implications: Leaders of multistakeholder alliances may need to ensure that alliances are collective efforts that build success one step at a time: to the extent that participants believe they share a vision and strategies and have had some prior success working together, the more likely they are to view the alliance as sustainable.
AB - Background: Multistakeholder alliances that bring together diverse organizations to work on community-level health issues are playing an increasingly prominent role in the U.S. health care system. Yet, these alliances by their nature are fragile. In particular, low barriers to exit make alliances particularly vulnerable to disruption if key stakeholders leave. What factors are linked to the sustainability of alliances? One way to approach this question is to examine the perceptions of alliance participants, whose on-going involvement in alliances likely will matter much to their sustainability. Purpose: This study addresses the question: "Under what conditions do participants in alliances consider that their alliances are well positioned for the future, will perform well over time, and will be able to deal effectively with future challenges?" Methods: We draw on cross-sectional survey data collected in the summer of 2015 from a total number of 638 participants in 15 alliances that participated in the Robert Wood Johnson Foundation's Aligning Forces for Quality program. Results: Results from regression analyses indicate that alliance participants are more likely to view their alliances as sustainable when they (a) share a common vision, goals, and strategies for the alliance and (b) perceive that the alliance has performed effectively in the past. Practice Implications: Leaders of multistakeholder alliances may need to ensure that alliances are collective efforts that build success one step at a time: to the extent that participants believe they share a vision and strategies and have had some prior success working together, the more likely they are to view the alliance as sustainable.
KW - alliance sustainability
KW - conditions for alliance sustainability
KW - multistakeholder alliances
UR - http://www.scopus.com/inward/record.url?scp=85021798605&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85021798605&partnerID=8YFLogxK
U2 - 10.1097/HMR.0000000000000175
DO - 10.1097/HMR.0000000000000175
M3 - Article
C2 - 28671876
AN - SCOPUS:85021798605
VL - 44
SP - 183
EP - 194
JO - Health Care Management Review
JF - Health Care Management Review
SN - 0361-6274
IS - 2
ER -