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      Translational networks in healthcare? Evidence on the design and initiation of organizational networks for knowledge mobilization.

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          Abstract

          International attention has focussed on the variations between research evidence and practice in healthcare. This prompted the creation of formalized translational networks consisting of academic-service partnerships. The English Collaborations for Leadership in Applied Health Research and Care (CLAHRCs) are one example of a translational network. Using longitudinal, archival case study data from one CLAHRC over a 3-year period (2008-11), this article explores the relationship between organizational form and the function(s) of a translational network. The article focuses on the research gaps on the effective structures and appropriate governance to support a translational network. Data analysis suggested that the policy of setting up translational networks is insufficient of itself to produce positive translational activity. The data indicate that to leverage the benefits of the whole network, attention must be paid to devising a structure which integrates research production and use and facilitates lateral cross-disciplinary and cross-organizational communication. Equally, appropriate governance arrangements are necessary, particularly in large, multi-stakeholder networks, where shared governance may be questionable. Inappropriate network structure and governance inhibits the potential of the translational network. Finally, the case provides insights into the movement of knowledge within and between network organizations. The data demonstrate that knowledge mobilization extends beyond knowledge translation; knowledge mobilization includes the negotiated utilization of knowledge - a balanced power form of collaboration. Whilst much translational effort is externally focused on the health system, our findings highlight the essential need for the internal negotiation and mobilization of knowledge within academia.

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          Author and article information

          Journal
          Soc Sci Med
          Social science & medicine (1982)
          1873-5347
          0277-9536
          Aug 2015
          : 138
          Affiliations
          [1 ] Saïd Business School, University of Oxford, Park End Street, Oxford, OX1 1HP, UK. Electronic address: louise.fitzgerald@sbs.ox.ac.uk.
          [2 ] Manchester Business School, University of Manchester, Booth Street West, Manchester, M15 6PB, UK; School of Nursing, University of Adelaide Eleanor Harrald Building, Level 3 Adelaide, SA 5005, Australia. Electronic address: gill.harvey@mbs.ac.uk.
          Article
          S0277-9536(15)00347-0
          10.1016/j.socscimed.2015.06.015
          26117554
          Copyright © 2015 Elsevier Ltd. All rights reserved.

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