Peer coaching, implementation support and organisational power.
This article looks at the effects of power (conceived as complex and multi-directional) on the collaborative, interprofessional relationships of peer coaches when delivering implementation support. The study conducted ethnographic observations, semi-structured interviews and documentary analysis to...
| Publicado en: | Journal of Interprofessional Care Vol. 40; no. 5; pp. 767 - 777 |
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| Autores principales: | , |
| Formato: | research tables/charts Journal Article |
| Publicado: |
Taylor & Francis Ltd
Sep/Oct2026
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=196698434&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 196698434 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 13561820 57N jtl: Journal of Interprofessional Care issn: 13561820 maglogo: Y pubinfo: dt: Sep/Oct2026 vid: 40 iid: 5 pid: 377 pub: Taylor & Francis Ltd place: Philadelphia, Pennsylvania artinfo: ui: 196698434 163610016 196698434 196698434 10.1080/13561820.2023.2205879 196698434 ppf: 767 ppct: 10 formats: fmt: – @attributes: type: T – @attributes: type: P tig: atl: Peer coaching, implementation support and organisational power. aug: au: Boulton, Richard Boaz, Annette affil: Institute for Medical and Biomedical Education, St George's, University of London, Kingston, London sug: subj: Power Collaboration Evaluation Interprofessional Relations Evaluation Peer Group Support, Psychosocial Human Ethnographic Research Observational Methods Semi-Structured Interview Document Analysis Program Implementation Patient Centered Care Family Centered Care Terminal Care Organizational Structure Personnel Turnover Time Management ab: This article looks at the effects of power (conceived as complex and multi-directional) on the collaborative, interprofessional relationships of peer coaches when delivering implementation support. The study conducted ethnographic observations, semi-structured interviews and documentary analysis to evaluate the dynamics of peer coaching during the implementation of an evidence-based programme, Patient and Family Centred Care (PFCC), to improve 24 end-of-life care services. The article draws on perspectives from critical management studies to offer insights on the effect of organisational power on collaborations during the administration of peer coaching. This article details the difficulties that organisational power structures posed to interprofessional peer-coaching collaborations. Many of the peer coaches found it difficult to place their advice in the existing ethos of organisations, existing organisational hierarchies, or collaborate in the midst of staff turnover and general time management outside of their control. These considerations meant that successful peer-coaching collaborations and the success of the implementation programme were often divergent. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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