Multidisciplinary teams in healthcare: Evidence from a national study

Journal title MECOSAN
Author/s Roberta Laurita
Publishing Year 2023 Issue 2022/124
Language Italian Pages 19 P. 45-63 File size 0 KB
DOI 10.3280/mesa2022-124oa16268
DOI is like a bar code for intellectual property: to have more infomation click here

FrancoAngeli is member of Publishers International Linking Association, Inc (PILA), a not-for-profit association which run the CrossRef service enabling links to and from online scholarly content.

In recent years, current characteristics of the Italian population required organizational changes and adjustments in providing healthcare services. The introduction of a holistic approach in the management of the patient has been enhanced by the integration of care, first through the construction of clinical networks and subsequently through the establishment of multidisciplinary teams.Numerous studies have shown the positive impact on the quality of care coming from the use of teams. However, these studies do not hide the presence of obstacles and inefficiencies within the organizational system in which the teams operate.This analysis aims to offer a snapshot of the operating methods and characteristics of 22 multidisciplinary teams active on the national territory.

Keywords: ; multidisciplinary teams; healthcare; cancer care; organizational model; clinical network; quality of care

  1. Addicott R., McGivern G., & Ferlie E. (2006). Networks, organizational learning and knowledge management: NHS cancer networks. Public Money and Management, 26(2): 87-94. DOI: 10.1111/j.1467-9302.2006.00506.x
  2. Allen M. (Ed.) (2017). The SAGE encyclopedia of communication research methods. SAGE publications.
  3. Anessi‐Pessina E., & Cantù E. (2006). Whither managerialism in the Italian national health service?. The International journal of health planning and management, 21(4): 327-355. DOI: 10.1002/hpm.861
  4. Bell S.T., Brown S.G., Colaneri A., & Outland N. (2018). Team composition and the ABCs of teamwork. American Psychologist, 73(4): 349.
  5. Bousquet J., Anto J.M., Sterk P.J., Adcock I.M., Chung K.F., Roca J., ... & Auffray C. (2011). Systems medicine and integrated care to combat chronic noncommunicable diseases. Genome medicine, 3(7): 1-12. DOI: 10.1186/gm259
  6. Braithwaite J., Westbrook M.T., Hindle D., Iedema R.A., & Black D.A. (2006). Does restructuring hospitals result in greater efficiency-an empirical test using diachronic data. Health Services Management Research, 19(1): 1-12.
  7. Cicchetti A., & Lomi A. (2000). Performance e progettazione organizzativa. Sviluppo e Organizzazione, 180, luglio-agosto: 33-49.
  8. Cox L.S.J.F., Pearce C.L., & Sims Jr H.P. (2003). Toward a Broader Leadership Development Agenda: Extending the Traditional Transactional – Transformational Duality by Developing Directive, Empowering, and Shared. In: The future of leadership development, 187-206. Psychology Press.
  9. Currie G.P., Kennedy A.M., & Chetty M. (2021). Covid-19 and the Multidisciplinary Team Meet-insieing: ‘Should Old Acquaintance be Forgot?’. Journal of the Royal College of Physicians of Edinburgh, 51(4): 327-329.
  10. Edwards N. (2002). Clinical networks: Advantages include flexibility, strength, speed, and focus on clinical issues. BMJ, 324(7329): 63. DOI: 10.1136/bmj.324.7329.63
  11. Fennell M.L., Prabhu Das I., Clauser S., Petrelli N., & Salner A. (2010). The organization of multidisciplinary care teams: modeling internal and external influences on cancer care quality. Journal of the National Cancer Institute Monographs, (40): 72-80. DOI: 10.1093/jncimonographs/lgq010
  12. Fleissig A., Jenkins V., Catt S., & Fallowfield L. (2006). Multidisciplinary teams in cancer care: are they effective in the UK?. The lancet oncology, 7(11): 935-943. DOI: 10.1016/S1470-2045(06)70940-8
  13. Heath C., Sommerfield A., & von Ungern‐Sternberg B.S. (2020). Resilience strategies to manage psychological distress among healthcare workers during the COVID‐19 pandemic: a narrative review. Anaesthesia, 75(10): 1364-1371.
  14. Hong N.J.L., Wright F.C., Gagliardi A.R., & Paszat L.F. (2010). Examining the potential relationship between multidisciplinary cancer care and patient survival: an international literature review. Journal of surgical oncology, 102(2): 125-134.
  15. Kaini B.K. (2015). Interprofessional Care and Role of Team Leaders. Journal of the Nepal Medical Association, 53(197).
  16. Kane B., Luz S., & Toussaint P. (2013, June). Developing a framework for evaluation of technology use at multidisciplinary meetings in healthcare. In: Proceedings of the 26th IEEE International Symposium on Computer-Based Medical Systems, 355-360. IEEE.
  17. Lamb B.W., Taylor C., Lamb J.N., Strickland S.L., Vincent C., Green J.S.A., & Sevdalis N. (2013). Facilitators and barriers to teamworking and patient centeredness in multidisciplinary cancer teams: findings of a national study. Annals of surgical oncology, 20(5): 1408-1416. DOI: 10.1245/s10434-012-2676-9
  18. Lega F., & Mengoni A. (2008). Why non-urgent patients choose emergency over primary care services? Empirical evidence and managerial implications. Health policy, 88(2-3): 326-338.
  19. Liden R.C., Wayne S.J., Jaworski R.A., & Bennett N. (2004). Social loafing: A field investigation. Journal of management, 30(2): 285-304. DOI: 10.1016/j.jm.2003.02.002
  20. Maharaj A.D., Evans S.M., Zalcberg J.R., Ioannou L.J., Graco M., Croagh D., ... & Green S.E. (2021). Barriers and enablers to the implementation of multidisciplinary team meetings: a qualitative study using the theoretical domains framework. BMJ Quality & Safety, 30(10): 792-803. DOI: 10.1136/bmjqs-2020-011793
  21. Martin A.K., Green T.L., McCarthy A.L., Sowa P.M., & Laakso E.L. (2022). Healthcare Teams: Terminology, Confusion, and Ramifications. Journal of Multidisciplinary Healthcare, 15: 765.
  22. Mascia D., Morandi F., & Cicchetti A. (2014). Hospital restructuring and physician job satisfaction: An empirical study. Health Policy, 114(2-3): 118-127.
  23. Matziou V., Vlahioti E., Perdikaris P., Matziou T., Megapanou E., & Petsios K. (2014). Physician and nursing perceptions concerning interprofessional communication and collaboration. Journal of interprofessional care, 28(6): 526-533.
  24. Merién A.E.R., Van de Ven J., Mol B.W., Houterman S., & Oei S.G. (2010). Multidisciplinary team training in a simulation setting for acute obstetric emergencies: a systematic review. Obstetrics & Gynecology, 115(5): 1021-1031.
  25. Mintzberg H. (1981). Organization design: fashion or fit?. Harvard Business Review, January-February.
  26. Moser K.S., Dawson J.F., & West M.A. (2019). Antecedents of team innovation in health care teams. Creativity and Innovation Management, 28(1): 72-81.
  27. Ndoro S. (2014). Effective multidisciplinary working: the key to high-quality care. British Journal of Nursing, 23(13): 724-727.
  28. Nooshinfard F., & Nemati-Anaraki L. (2014). Success factors of inter-organizational knowledge sharing: a proposed framework. The Electronic Library.
  29. Ottevanger N., Hilbink M., Weenk M., Janssen R., Vrijmoeth T., de Vries A., & Hermens R. (2013). Oncologic multidisciplinary team meetings: evaluation of quality criteria. Journal of evaluation in clinical practice, 19(6): 1035-1043.
  30. Patel D.R., Pratt H.D., & Patel N.D. (2008). Team processes and team care for children with developmental disabilities. Pediatric Clinics of North America, 55(6): 1375-1390.
  31. Prades J., Remue E., Van Hoof E., & Borras J.M. (2015). Is it worth reorganising cancer services on the basis of multidisciplinary teams (MDTs)? A systematic review of the objectives and organisation of MDTs and their impact on patient outcomes. Health Policy, 119(4): 464-474. DOI: 10.1016/j.healthpol.2014.09.006
  32. Prenestini A., Carbone C., Giusepi I., Lega F., Flor L., & Garbelli C. (2011). Logiche e modelli organizzativi per le reti ospedaliere: analisi di due casi aziendali.
  33. Roney K. (2012). 4 emerging models provide strategy roadmap for future transactions. Becker’s Hospital Review [Internet].
  34. Rosell L., Alexandersson N., Hagberg O., & Nilbert M. (2018). Benefits, barriers and opinions on multidisciplinary team meetings: a survey in Swedish cancer care. BMC health services research, 18(1): 1-10. DOI: 10.1186/s12913-018-2990-4
  35. Sibbald S., Schouten K., Sedig K., Maskell R., & Licskai C. (2020). Key characteristics and critical junctures for successful Interprofessional networks in healthcare – a case study. BMC health services research, 20(1): 1-10. DOI: 10.1186/s12913-020-05565-z
  36. Soukup T., Lamb B.W., Arora S., Darzi A., Sevdalis N., & Green J.S. (2018). Successful strategies in implementing a multidisciplinary team working in the care of patients with cancer: an overview and synthesis of the available literature. Journal of multidisciplinary healthcare, 11: 49. DOI: 10.2147/JMDH.S117945
  37. Soukup T., Lamb B.W., Sevdalis N., & Green J.S. (2020). Streamlining cancer multidisciplinary team meetings: challenges and solutions. British Journal of Hospital Medicine, 81(3): 1-6. DOI: 10.12968/hmed.2020.0024
  38. Stirpe L., Profili S., & Sammarra A. (2022). Satisfaction with HR practices and employee performance: A moderated mediation model of engagement and health. European Management Journal, 40(2): 295-305.
  39. Sykes A., & Pandit M. (2021). Experiences, challenges and lessons learnt in medical staff redeployment during response to COVID-19. BMJ leader.
  40. Taylor C., Atkins L., Richardson A., Tarrant R., & Ramirez A.J. (2012). Measuring the quality of MDT working: an observational approach. BMC cancer, 12(1): 1-10. DOI: 10.1186/1471-2407-12-202
  41. Taylor C., Munro A.J., Glynne-Jones R., Griffith C., Trevatt P., Richards M., & Ramirez A.J. (2010). Multidisciplinary team working in cancer: what is the evidence?. Bmj, 340. DOI: 10.1136/bmj.c951
  42. Tjosvold D., Yu Z.Y., & Hui C. (2004). Team learning from mistakes: the contribution of cooperative goals and problem‐solving. Journal of management studies, 41(7): 1223-1245. DOI: 10.1111/j.1467-6486.2004.00473.x
  43. Torri E., Rigoni M., Dorigoni S., Peterlana D., Cozzio S., Nollo G., & Spagnolli W. (2019). A model based on intensity of medical care may improve outcomes for internal medicine patients in Italy. Plos one, 14(1): e0211548.
  44. Useem J. (2006). How to build a great team. Fortune, June, 1.
  45. Weller J., Boyd M., & Cumin D. (2014). Teams, tribes and patient safety: overcoming barriers to effective teamwork in healthcare. Postgraduate medical journal, 90(1061): 149-154.
  46. West M.A. (2003). Innovation implementation in work teams. DOI: 10.1093/acprof:oso/9780195147308.003.0012
  47. West M.A., & Sacramento C.A. (2012). Creativity and innovation: The role of team and organizational climate. In: Handbook of organizational creativity, 359-385. Academic Press. DOI: 10.1016/B978-0-12-374714-3.00015-X
  48. Wilson A.J., Palmer L., Levett-Jones T., Gilligan C., & Outram S. (2016). Interprofessional collaborative practice for medication safety: Nursing, pharmacy, and medical graduates’ experiences and perspectives. Journal of interprofessional care, 30(5): 649-654.
  49. Xyrichis A., & Ream E. (2008). Teamwork: a concept analysis. Journal of advanced nursing, 61(2): 232-241.
  50. Zajac S., Woods A., Tannenbaum S., Salas E., & Holladay C.L. (2021). Overcoming challenges to teamwork in healthcare: a team effectiveness framework and evidence-based guidance. Frontiers in Communication, 6: 606445.

Roberta Laurita, I team multidisciplinari in sanità: evidenze da un’analisi nazionale in "MECOSAN" 124/2022, pp 45-63, DOI: 10.3280/mesa2022-124oa16268