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Hamzeh 2018

Page history last edited by reem.elsherif@mail.mcgill.ca 5 years, 8 months ago

Hamzeh, Joshua (2018). Processes and outcomes of organizational participatory research. partnerships in health: A systematic mixed studies review with framework synthesis. McGill Family Medicine Studies Online, 13: e03.

 

Download Thesis here 

 

Abstract

Background: In the health domain, organizational participatory research (OPR) is defined as a blend of research and action, in which academic researchers partner with health organization members (e.g., clinicians, managers of health and social care settings, and patients) to improve organizational practices. Evaluation of partnership processes and outcomes provides information about partnership development, functioning and deliverables; this may help ameliorate stakeholder competency for participatory research and determine whether the partnership was worth the investment. Outside this thesis, there are no comprehensive frameworks (i.e., frameworks that include nearly all OPR partnership processes and outcomes) with which to frame the assessment of the processes and outcomes of OPR health partnerships.

 

Objectives: (O1) Identify all available questionnaires to measure OPR health partnerships, and describe how they were validated and/or reliability tested; (O2) describe the dimensions and items (questions) assessed by these questionnaires; (O3) develop a new theoretical framework that structures the evaluation of the processes and outcomes of OPR health partnerships.

 

Design and Methods: A systematic mixed studies review (synthetizing qualitative, quantitative and mixed methods studies) was performed: (a) Identifying studies using a specialized search strategy, (b) Selecting studies using eligibility criteria, (c) Appraising study quality, (d) Extracting data and (e) Synthesizing data: (O1&2) describing the origin, development and measurement properties of each included questionnaire and (O3) organizing all questionnaire items in a matrix using an existing OPR model. Items that did not match dimensions of the model were collected and grouped into new dimensions, thereby creating a more comprehensive framework (i.e., framework synthesis).

 

Results: Six questionnaires were identified, of which three were validated and one reliability tested. A pool of 95 items was derived from the six questionnaires. This item pool led to the development of my new theoretical framework that structures the evaluation of OPR health partnerships (three axes with four to five specific dimensions each): (1) Trust (Supportive Environment, Developing a Common Understanding, Shared Power, Strategic Alignment of Group with Organization), (2) Collective Learning (New Knowledge, New Attitudes, New Practices, Problem Solving, Personal Concerns), and (3) Sustainability (Commitment, Partnership Gelling , Effective Resource Allocation, Synergy). My new theoretical framework will be used to structure the evaluation of a comprehensive set of OPR health partnership processes and outcomes.

 

Conclusion: The results of this systematic review will provide OPR stakeholders (patients, clinicians and other organization members and academic researchers) a new theoretical framework to help them structure the evaluation of their OPR health partnerships and inform them of available questionnaires to evaluate their OPR health partnerships. Furthermore, the results of my thesis identified major dimensions of OPR health partnerships, which can help in the development of a comprehensive Organizational Participatory Research Assessment Method (OPRAM questionnaire).

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