Creating value for participants in multistakeholder alliances

The shifting importance of leadership and collaborative decision-making over time

Thomas D'Aunno, Jeffrey A. Alexander, Lan Jiang

Research output: Contribution to journalArticle

Abstract

BACKGROUND:: Multistakeholder alliances that bring together diverse organizations to work on health-related issues are playing an increasingly prominent role in the U.S. health care system. Prior research shows that collaborative decision-making and effective leadership are related to members’ perceptions of value for their participation in alliances. Yet, we know little about how collaborative decision-making and leadership might matter over time in multistakeholder alliances. PURPOSE:: The aim of this study was to advance understanding of the role of collaborative decision-making and leadership in individuals’ assessments of the benefits and costs of their participation in multistakeholder alliances over time. METHODS:: We draw on data collected from three rounds of surveys of alliance members (2007–2012) who participated in the Robert Wood Johnson Foundation’s Aligning Forces for Quality program. FINDINGS:: Results from regression analyses indicate that individuals’ perceptions of value for their participation in alliances shift over time: Perceived value is higher with collaborative decision-making when alliances are first formed and higher with more effective leadership as time passes after alliance formation. PRACTICE IMPLICATIONS:: Leaders of multistakeholder alliances may need to vary their behavior over time, shifting their emphasis from inclusive decision-making to task achievement.

Original languageEnglish (US)
JournalHealth Care Management Review
DOIs
StateAccepted/In press - Dec 21 2015

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Decision Making
Cost-Benefit Analysis
Regression Analysis
Collaborative decision making
Alliances
Organizations
Delivery of Health Care
Health
Research
Participation

ASJC Scopus subject areas

  • Health Policy
  • Leadership and Management
  • Strategy and Management

Cite this

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title = "Creating value for participants in multistakeholder alliances: The shifting importance of leadership and collaborative decision-making over time",
abstract = "BACKGROUND:: Multistakeholder alliances that bring together diverse organizations to work on health-related issues are playing an increasingly prominent role in the U.S. health care system. Prior research shows that collaborative decision-making and effective leadership are related to members’ perceptions of value for their participation in alliances. Yet, we know little about how collaborative decision-making and leadership might matter over time in multistakeholder alliances. PURPOSE:: The aim of this study was to advance understanding of the role of collaborative decision-making and leadership in individuals’ assessments of the benefits and costs of their participation in multistakeholder alliances over time. METHODS:: We draw on data collected from three rounds of surveys of alliance members (2007–2012) who participated in the Robert Wood Johnson Foundation’s Aligning Forces for Quality program. FINDINGS:: Results from regression analyses indicate that individuals’ perceptions of value for their participation in alliances shift over time: Perceived value is higher with collaborative decision-making when alliances are first formed and higher with more effective leadership as time passes after alliance formation. PRACTICE IMPLICATIONS:: Leaders of multistakeholder alliances may need to vary their behavior over time, shifting their emphasis from inclusive decision-making to task achievement.",
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