Table 5 Extrinsic incentives in interprofessional primary care teams

Arevian, M. (2005). The significance of a collaborative practice model in delivering care to chronically ill patients: a case study of managing diabetes mellitus in a primary health care center. Journal of interprofessional care, 19(5), 444–451 [87]

Team Meetings (Team)

Team meetings provide an opportunity for shared decision-making and the development of respect

Not Reported (NR)

NR

NR

Bareil, C., Duhamel, F., Lalonde, L., Goudreau, J., Hudon, E., Lussier, M.-T.,... Lalonde, G. (2015). Facilitating implementation of interprofessional collaborative practices into primary care: A trilogy of driving forces. Journal of Healthcare Management, 60(4), 287–300. [88]

Organized and Facilitated Team-Meetings (Team)

Positive: Increased collaboration (team process) between general practitioners and nurses

Fostered team dialogue (team process), establishing roles and responsibilities

Mixed: 11% decrease in primary care visits and 6% decrease in specialist visits for family medicine group enrollees. No evidence of an effect on hospitalizations or associated costs

Not Reported (NR)

Mixed: Supports the idea that primary care organizational reforms can impact the healthcare system without changing physician payment mechanisms; however, no evidence of overall healthcare cost savings

No evidence of an effect associated with costs

Campbell, S. M., McDonald, R., & Lester, H. (2008). The experience of pay for performance in English family practice: a qualitative study. The Annals of Family Medicine, 6(3), 228–234 [91]

Financial Incentives (Individual)

Resentment by team members not benefiting financially from payments

NR

Changed behaviour for nurses and general practitioners, including improvements in disease-specific processes of patient care and physician income

Potential deskilling of doctors due to an enhanced role for nurses in managing long-term conditions

NR

Campbell, S. M., Kontopantelis, E., Reeves, D., Valderas, J. M., Gaehl, E., Small, N., & Roland, M. O. (2010). Changes in patient experiences of primary care during health service reforms in England between 2003 and 2007. The Annals of Family Medicine, 8(6), 499–506 [92]

Financial Incentives (Team)

NR

Patient sociodemographic characteristics (age), and practice-specific factors (practice size) impact performance

NR

NR

Campbell, S., Hannon, K., & Lester, H. (2011). Exception reporting in the Quality and Outcomes Framework: views of practice staff—a qualitative study. Br J Gen Pract, 61(585), 183–189. https://doiorg.publicaciones.saludcastillayleon.es/10.3399/bjgp11X567117 [93]

Financial Incentives (Team)

NR

NR

Providers may exclude certain patients near the end of the payment year to meet remaining targets and prevent financial penalties

NR

Cashman, S. B., Reidy, P., Cody, K., & Lemay, C. A. (2004). Developing and measuring progress toward collaborative, integrated, interdisciplinary health care teams. Journal of interprofessional care, 18(2), 183–196 [94]

Team Training (Team)

Team Meetings (Team)

Team meetings with an external facilitator improve collaboration.

Team training coupled with dedicated team meetings resulted in high perceived team functioning across dimensions such as dominant vs. submissive, friendly vs. unfriendly, and acceptance vs. non-acceptance of task orientation of established authority

NR

NR

NR

Cassou, M., Mousques, J., & Franc, C. (2020) [95] General practitioners’ income and activity: the impact of multi-professional group practice in France. The European Journal of Health Economics 2020, 21:1295-1315.

Financial Incentives (Individual)

Team Meetings (Team)

Access to resources (Team)

Interprofessional facilitation. Team meetings allowed productive teamwork, enabling clinicians to get to know one another professionally and personally, stimulating team building.

Facilitators played a crucial role in running efficient meetings and gathering information

Team meetings and patient access to additional professional services (nutritionists, kinesiologists, psychologists)

Physician motivation is increased

Potential cost-effectiveness of supported facilitation; interprofessional facilitation team worked as an implementation task force, allowing for small-scale interventions, testing them inside and outside the clinic, and improving the clinic's organizational change

Delva, D., Jamieson, M., & Lemieux, M. (2008). Team effectiveness in academic primary health care teams. Journal of interprofessional care, 22(6), 598–611 [96]

Team Meetings (Team)

Protocols (Team)

Role clarity through documentation

Team meetings improved efficiency

NR

NR

NR

Dieleman, S. L., Farris, K. B., Feeny, D., Johnson, J. A., Tsuyuki, R. T., & Brilliant, S. (2004). Primary health care teams: team members' perceptions of the collaborative process. Journal of Interprofessional Care, 18(1), 75–78 [97]

Organizational Culture (Team)

Effective collaboration and communication

NR

NR

NR

Doran, T., Campbell, S., Fullwood, C., Kontopantelis, E., & Roland, M. (2010). Performance of small general practices under the UK's Quality and Outcomes Framework. British Journal of General Practice, 60(578), e335-e344 [101]

Financial Incentives (Individual)

Patient sociodemographic characteristics, specifically age and practice-specific factors, such as practice size, impacted team performance

NR

NR

NR

Doran, T., Fullwood, C., Gravelle, H., Reeves, D., Kontopantelis, E., Hiroeh, U., & Roland, M. (2006). Pay-for-Performance Programs in Family Practices in the United Kingdom. New England Journal of Medicine, 355(4), 375–384. https://doiorg.publicaciones.saludcastillayleon.es/10.1056/NEJMsa055505 [99]

Financial Incentives (Individual)

A few practices achieved high scores in pay for perfomance (P4P) by excluding a significant number of patients through exception reporting

The patient-to-practitioner ratio significantly impacted performance

High levels of achievement were attained in the first year of the P4P contract

NR

Doran, T., Fullwood, C., Kontopantelis, E., & Reeves, D. (2008) [100] Effect of financial incentives on inequalities in the delivery of primary clinical care in England: analysis of clinical activity indicators for the quality and outcomes framework. The Lancet, 372(9640):728-736.

Financial Incentive (Individual)

Improved timework

No clinically significant differences in preventive care quality between incentivized and no incentivized clinics.

Most physicians felt the incentives were ineffective in improving the quality of care

No evidence of a clinically significant effect of financial incentives on the performance of preventive care

Drew, P., Jones, B., & Norton, D. (2010). Team effectiveness in primary care networks in Alberta. Healthcare quarterly (Toronto, Ont.), 13(3), 33–38 [102]

Organizational Culture (Team)

Team Meetings (Team)

Greater interprofessional collaboration

NR

NR

NR

Drummond, N., Abbott, K., Williamson, T., & Somji, B. (2012) [103] B: Interprofessional primary care in academic family medicine clinics: implications for education and training. Canadian Family Physician, 58(8):e450-e458.

Organizational Culture (Team)

Resources (Team)

Protocols, Guidelines and Agreements (Team)

Shared goals and vision, sense of belonging, governance, effective communication (team process), shared decision-making (team process), co-location, strong leadership (team process), and team meetings contribute to improved team impact

NR

NR

NR

Gemmell, I., Campbell, S., Hann, M., & Sibbald, B. (2009). Assessing workload in general practice in England before and after the introduction of the pay-for-performance contract. Journal of Advanced Nursing, 65(3), 509–515. https://doiorg.publicaciones.saludcastillayleon.es/10.1111/j.1365-2648.2008.04902.x [104]

Financial Incentives (team)

Some nurses felt that the incentives improved teamwork

NR

Many nurses reported that the incentives did not increase their salaries.

The incentives increased workloads for nurses, with higher visit rates but no change in the number of hours worked per week

NR

Gené-Badia, J., Escaramis-Babiano, G., Sans-Corrales, M., Sampietro-Colom, L., Aguado-Menguy, F., Cabezas-Pena, C., & de Puelles, P. G. (2007). Impact of economic incentives on quality of professional life and on end-user satisfaction in primary care. Health Policy, 80(1), 2–10 [105]

Financial Incentives (individual)

NR

NR

Physicians' perception of the burden of demands increased, leading to decreased satisfaction.

Incentives for long-term professional development increased nurses' perception of support

NR

Goldman, J., Meuser, J., Rogers, J., Lawrie, L., & Reeves, S. (2010) [107] Interprofessionalcollaboration in family health teams: An Ontario-based study. Canadian Family Physician, 56(10).

Supportive management and leadership (Team).

The physical layout and allocation of space (Team)

Interprofessional initiatives (e.g., team policies, hiring processes, interprofessional education activities) (Team)

Rethinking traditional roles and scopes of practice leading to better communication (team process) and cooperation (team process) among team members.

Improved collaboration (team process) due to strong management and leadership (team process); Better teamwork facilitated by appropriate time and space considerations; Enhanced collaboration (team process) due to interprofessional initiatives

NR

NR

NR

Grant, S., Huby, G., Watkins, F., Checkland, K., McDonald, R., Davies, H., & Guthrie, B. (2009). The impact of pay‐for‐performance on professional boundaries in UK general practice: an ethnographic study. Sociology of Health & Illness, 31(2), 229–245 [108]

Financial Incentives

NR

NR

English family practices have increased the employment of managerial roles

NR

Greene, J., Hibbard, J. H., & Overton, V. (2014) [109] A Case Study of a Team-Based, Quality-Focused Compensation Model for Primary Care Providers. Medical Care Research and Review, 71(3), 207-223. https://doiorg.publicaciones.saludcastillayleon.es/10.1177/1077558713506749

Financial Incentives (individual)

Encouraged collaboration (team process) and teamwork among providers

Providers focus on preventive care and chronic disease management, resulting in better patient health outcomes

NR

Providers focus on preventive care and chronic disease management, resulting in reduced hospitalizations and fewer emergency room visits

The new compensation model results in lower fee for service billing, potentially reducing healthcare costs

Hämel, K., & Vössing, C. (2017). The collaboration of general practitioners and nurses in primary care: a comparative analysis of concepts and practices in Slovenia and Spain. Prim Health Care Res Dev, 18(5), 492–506 [110]

Financial Incentives (Individual)

Clear definitions of tasks and responsibilities, well-structured procedures, active and continuous communication (Team)

Teamwork, coordination (team process), and cooperation (team process) are supported organizational properties

Increased number of patients seen, resulting in improved access to primary care

General practitioners see and follow more patients without increasing the quantity of delivered services

Multi-professional team-based primary care addresses the shortage of medical time, particularly in underserved areas

Harris, M. F., Advocat, J., Crabtree, B. F., Levesque, J. F., Miller, W. L., Gunn, J. M.,... Russell, G. M. (2016). Interprofessional teamwork innovations for primary health care practices and practitioners: evidence from a comparison of reform in three countries. J Multidiscip Healthc, 9, 35–46. https://doiorg.publicaciones.saludcastillayleon.es/10.2147/JMDH.S97371 [111]

Resources (Team)

Team Meetings (Team)

Stronger relationships among team members.

Enhanced proximity and communication within the team

NR

Meetings are perceived to support clinical and professional needs

NR

Hepp, S., Misfeldt, R., Lait, J., Armitage, G. D., & Suter, E. (2014) [112] Organizational factors influencing inter-professional team functioning in primary care networks. Healthcare Quarterly (Toronto, Ont), 17(2):57-61.

Physical infrastructure, information technology infrastructure, organizational supports (Team)

Co-location of team members in a Primary Care Network office facilitated collaboration, communication, and relationship building. Decentralization allowed relationships and trust to build between physicians and team members working together

NR

Positive impact due to leadership and workplace culture fostering encouragement, trust, and continuous quality improvement

NR

Kiran, T., Victor, J. C., Kopp, A., Shah, B. R., & Glazier, R. H. (2012). The relationship between financial incentives and quality of diabetes care in Ontario, Canada. Diabetes care. 2012 May 1;35(5):1038–46 [115]

Financial Incentives (Team)

Team-based care improves care processes overall

Moderate improvements in diabetes care. Effects on cancer screening are less clear, but team-based care improves care processes overall

NR

Positive impact on system outcomes due to improved care processes

Kirschner, K., Braspenning, J., Akkermans, R. P., Jacobs, J. A., & Grol, R. (2013). Assessment of a pay-for-performance program in primary care designed by target users. Fam Pract, 30(2), 161–171 [116]

Financial Incentives (Individual)

NR

In the Netherlands, an evaluation of general practices with indicators for chronic care, prevention, practice management, and patient experience found

significant improvements in process indicators for cardiovascular risk management and asthma

No significant improvements in the influenza vaccination rate and cervical cancer screening

NR

NR

LaMothe, J., Hendricks, S., Halstead, J., Taylor, J., Lee, E., Pike, C., & Ofner, S. (2021) [117] Developing interprofessional collaborative practice competencies in rural primary health care teams. Nursing Outlook, 69(3), 447-457.

Meetings (in-person) (Team)

Evaluations (Team and Individual)

Training and Education (Team)

Effective communication within a team encourages interprofessional practices and contributes to an improved team dynamic, reducing staff turnover. Collaboration is facilitated through practices like huddles, aligning goals, and fostering academic-practice partnerships

NR

Tight patient appointment schedules present barriers; competing demands limit readiness for changes

Leveraging resources of academic-practice partnership is key to project success

Lanham, H. J., McDaniel, R. R., Jr., Crabtree, B. F., Miller, W. L., Stange, K. C., Tallia, A. F., & Nutting, P. (2009). How improving practice relationships among clinicians and nonclinicians can improve quality in primary care. Jt Comm J Qual Patient Saf, 35(9), 457–466. https://doiorg.publicaciones.saludcastillayleon.es/10.1016/ [118]

Organizational Culture (Team)

Team effectiveness relies on establishing a culture that fosters trust, mutual respect, and collaborative decision-making

NR

NR

NR

Lehtovuori, T., Kauppila, T., Kallio, J., Raina, M., Suominen, L., & Heikkinen, A. M. (2015) [119] Financial team incentives improved recording of diagnoses in primary care: a quasi-experimental longitudinal follow-up study with controls. BMC research notes 2015, 8(1):1-6.

Financial Incentives (Individual)

Well-structured procedures (Team)

Regular meetings (Team)

Positive: Clear task assignments and well-structured procedures assisted in implementing new methods. Active and continuous communication (team process) prevented misunderstandings and backslides. Regular team meetings and the exchange of experiences helped strengthen teamwork

Patients experience improved quality of care

NR

The proportion of doctor visits with recorded diagnoses in the team increased from 55 to 90%

Lester, H., Matharu, T., Mohammed, M. A., Lester, D., & Foskett-Tharby, R. (2013). Implementation of pay for performance in primary care: a qualitative study 8 years after introduction. British Journal of General Practice, 63(611), e408-e415 [120]

Financial Incentives (Individual)

NR

NR

Some physicians prioritized their pay over patients' best interests.

Reduced clinical autonomy due to increased micromanagement of the clinical workload

NR

Maisey, S., Steel, N., Marsh, R., Gillam, S., Fleetcroft, R., & Howe, A. (2008). Effects of payment for performance in primary care: qualitative interview study. J Health Serv Res Policy, 13(3), 133–139 [122]

Financial Incentives (Individual)

Substantial improvements in teamwork, consistency, and recording of care for incentivized conditions

Limited engagement with results of patient surveys or patient involvement initiatives.

Limited improvements were observed for non-incentivized conditions

Focus on record-specific clinical activities perceived to shift attention away from patients' concerns

Some participants described manipulating data to maximize practice income.

Nurses experienced increased workloads but reported more autonomy and job satisfaction.

Doctors acknowledged improved disease management but expressed unease about 'box-ticking' and increased demands of team supervision

NR

McDonald, R., Harrison, S., Checkland, K., Campbell, S. M., & Roland, M. (2007). Impact of financial incentives on clinical autonomy and internal motivation in primary care: ethnographic study. Bmj, 334(7608), 1357 [52]

Financial Incentives (Individual)

NR

NR

Did not affect the intrinsic motivation of physicians.

Nurse Practitioners expressed more concerns regarding the changes to their clinical practice

NR

McGregor, W., Jabareen, H., O'Donnell, C. A., Mercer, S. W., & Watt, G. C. (2008). Impact of the 2004 GMS contract on practice nurses: a qualitative study. Br J Gen Pract, 58(555), 711–719. https://doiorg.publicaciones.saludcastillayleon.es/10.3399/bjgp08X342183 [124]

Financial Incentives (Individual)

Improved teamwork

NR

Financial incentives expanded nurses' skills, particularly in chronic disease management and data recording.

Nurses perceived increased status, with more autonomy and independence in their role.

Nurses felt their role became more central in the practice.

Many nurses reported that the incentives did not increase their salaries.

The incentives resulted in increased workloads, with higher visit rates and no change in the number of hours worked per week

NR

Mundt, M. P., Agneessens, F., Tuan, W.-J., Zakletskaia, L. I., Kamnetz, S. A., & Gilchrist, V. J. (2016). Primary care team communication networks, team climate, quality of care, and medical costs for patients with diabetes: a cross-sectional study. International Journal of Nursing Studies, 58, 1–11 [128]

Shared Purpose (Team)

Improved team collaboration or team effectiveness.

Shared team vision, a measure of team climate, mediated the relationship between team communication and patient outcomes

NR

NR

NR

Mundt, M. P., Gilchrist, V. J., Fleming, M. F., Zakletskaia, L. I., Tuan, W.-J., & Beasley, J. W. (2015). Effects of primary care team social networks on quality of care and costs for patients with cardiovascular disease. The Annals of Family Medicine, 13(2), 139–148 [127]

Organizational Culture (Team)

Dense daily team interactions, particularly face-to-face connections, contributed to developing a shared team vision of objectives and expectations

The development of a shared team vision was associated with better quality of cardiovascular disease care

NR

NR

Naccarella, L., Greenstock, L. N., & Brooks, P. M. (2013). A framework to support team-based models of primary care within the Australian health care system. The Medical Journal of Australia, 199(5), S22-S25 [130]

Resources (Team)

Training (Team)

General practitioners rely on these work-related relationships to generate solutions to clinical problems (team psycho-social trait), obtain meta-knowledge, validate clinical decisions, and legitimize their actions when dealing with complex or chronic conditions

NR

NR

NR

O’Brien, P., Aggarwal, M., Rozmovits, L., Whittaker, M.-K., & Ellison, P. (2016). The teaming project: Learning from high-functioning interprofessional primary care teams. Retrieved from: https://dfcm.utoronto.ca/sites/default/files/The%20Teaming%20Project%20Report%202016-10-17.pdf [132]

Resources (Team)

Team Meetings (Team)

Professional Development (Individual)

Professional development was recognized as crucial for organizational functioning,

Effective use of electronic medical records enhanced team functioning, efficiency, communication, continuity of care, and quality improvement initiatives

NR

NR

Managers acknowledged the associated costs of diverting team members from regular tasks

Oandasan, I. F., Conn, L. G., Lingard, L., Karim, A., Jakubovicz, D., Whitehead, C.,... Reeves, S. (2009). The impact of space and time on interprofessional teamwork in Canadian primary health care settings: implications for health care reform. Prim Health Care Res Dev, 10(2), 151–162 [131]

Resources (Team)

Facilitates collaboration

NR

NR

NR

Pullon, S. (2008). Competence, respect and trust: Key features of successful interprofessional nurse-doctor relationships. Journal of Interprofessional Care, 22(2), 133–147. https://doiorg.publicaciones.saludcastillayleon.es/10.1080/13561820701795069 [135]

Professional Competence (Individual)

Trust was regarded as a factor that developed within the context of understanding and respecting professional competence

NR

NR

NR

Pullon, S., McKinlay, E., & Dew, K. (2009). Primary health care in New Zealand: the impact of organisational factors on teamwork. British Journal of General Practice, 59(560), 191–197 [20]

Team Meetings (Team)

Facilitates team functioning

NR

NR

NR

Pullon, S., Morgan, S., Macdonald, L., McKinlay, E., & Gray, B. (2016). Observation of interprofessional collaboration in primary care practice: a multiple case study. Journal of interprofessional care, 30(6), 787–794 [136]

Team Meetings (Team)

Organizational Culture (Team)

Facilitates team functioning

Interprofessional collaborative practice

NR

NR

NR

Rioux-Dubois, A., & Perron, A. (2021). The integration of nurse practitioners into primary health care: Rethinking the negotiation of complex dynamics. Recherche en soins infirmiers, 145(2), 38–52 [137]

Team Meetings (Team)

Facilitates team functioning

NR

NR

NR

Rioux-Dubois, A., & Perron, A. (2022). Enacting primary healthcare interprofessional collaboration: a multisite ethnography of nurse practitioner integration in Ontario, Canada. Journal of interprofessional care, 1–9 [138]

Resources(Team)

Team Meetings (Team)

Facilitating and maintaining team functioning

NR

NR

NR

Roland, M., Campbell, S., Bailey, N., Whalley, D., & Sibbald, B. (2006). Financial incentives to improve the quality of primary care in the UK: predicting the consequences of change. Prim Health Care Res Dev, 7(1), 18–26 [139]

Financial Incentives (Individual)

NR

NR

Increased the employment of nurses and data entry clerks

NR

Rosenthal, M. B., Frank, R. G., Li, Z., & Epstein, A. M. (2005). Early Experience With Pay-for-PerformanceFrom Concept to Practice. JAMA, 294(14), 1788–1793. https://doiorg.publicaciones.saludcastillayleon.es/10.1001/jama.294.14.1788 [140]

Financial Incentives (Individual)

NR

Enhanced clinical quality scores in the areas of cervical cancer screening and mammography

NR

NR

Russell, G. M. M. F. M. F. M. P., Dahrouge, S. M., Hogg, W. M. M. M. D. F., Geneau, R. P., Muldoon, L. M. D. M. P. H. F., & Tuna, M. P. (2009). Managing Chronic Disease in Ontario Primary Care: The Impact of Organizational Factors. Ann Fam Med, 7(4), 309–318. https://doiorg.publicaciones.saludcastillayleon.es/10.1370/afm.982 [141]

Access to resources (Team)

Improved team functioning

NR

NR

NR

Savageau, J. A., Cragin, L., Ferguson, W. J., Sefton, L., & Pernice, J. (2016). Recruitment and retention of community health center primary care physicians post MA Health Care Reform: 2008 vs. 2013 physician surveys. Journal of health care for the poor and underserved, 27(3), 1011–1032 [142]

Financial Incentives (Indivdiual)

Supportive leadership (Team)

Work/life balance (Individual)

Resources (Team)

Opportunities for professional development (Team)

Enhanced teamwork and collaboration (team process); a smaller percentage of responders felt prepared to work in fully integrated teams due to the complexity of transformation efforts

NR

Improved retention, staff morale, and satisfaction due to work/life balance, support staff, operational support, information technology infrastructure, and data analytics

NR

Schadewaldt, V., McInnes, E., Hiller, J. E., & Gardner, A. (2016). Experiences of nurse practitioners and medical practitioners working in collaborative practice models in primary healthcare in Australia–a multiple case study using mixed methods. BMC family practice, 17, 1–16 [143]

Policies (Team)

High perceived collaboration (team process), high satisfaction with other health professionals, but less frequent current working collaborative relationships.

A large gap between the interest and willingness of general practitioners to collaborate and their current involvement in teamwork must be addressed to increase collaborative practice in line with primary care reform goals

Potential for improved quality and capacity of care, more patient-centered approach to needs

Improved satisfaction with professional work, and the potential for better communication between professionals

Government policy requirement and local infrastructure; legal liability and reimbursement for shared patient care; role clarity

Shaw, A., De Lusignan, S., & Rowlands, G. (2005). Do primary care professionals work as a team: a qualitative study. Journal of interprofessional care, 19(4), 396–405 [144]

Team Culture (Team)

ierarchy impeded team working

NR

Reduced feelings of shared ownership among staff members

NR

Shortell, S. M., Marsteller, J. A., Lin, M., Pearson, M. L., Wu, S.-Y., Mendel, P.,... Rosen, M. (2004). The Role of Perceived Team Effectiveness in Improving Chronic Illness Care. Medical Care, 42(11), 1040–1048 [145]

Presence of Champions (Team)

Team Culture (Team)

Improved efficiency

NR

NR

NR

Taylor, E. F., Dale, S., Peikes, D., Brown, R., Ghosh, A., Crosson, J.,... Shapiro, R. (2015). Evaluation of the Comprehensive Primary Care Initiative: first annual report. Mathematica Policy Research [147]

Trust (Individudal)

Facilitation of shared decision-making and coordinated actions

NR

NR

NR

Unützer, J., Chan, Y.-F., Hafer, E., Knaster, J., Shields, A., Powers, D., & Veith, R. C. (2012). Quality improvement with pay-for-performance incentives in integrated behavioral health care. American journal of public health, 102(6), e41-e45 [148]

Financial Incentive (Individudal and Team)

NR

Higher likelihood of patients receiving timely follow-up care.

Time to achieve depression improvement was significantly reduced

NR

NR

Valentijn, P. P., Ruwaard, D., Vrijhoef, H. J., de Bont, A., Arends, R. Y., & Bruijnzeels, M. A. (2015). Collaboration processes and perceived effectiveness of integrated care projects in primary care: a longitudinal mixed-methods study. BMC health services research, 15, 1–12 [149]

Trust (Individual)

Higher effectiveness rates

NR

NR

NR

Beales J, Walji R, Papoushek C, Austin Z. Exploring professional culture in the context of family health team interprofessional collaboration. Health Interprofessional Pract Educ. 2011;1(1). [150]

Documents (Team)

Team Culture (Team)

Improved processes

NR

Adherence to older beliefs

NR

Wilson, D. R., Moores, D. G., Lyons, S. C. W., Cave, A. J., & Donoff, M. G. (2005). Family physicians’ interest and involvement in interdisciplinary collaborative practice in Alberta, Canada. Prim Health Care Res Dev, 6(3), 224–231 [151]

Formal training workshops (Team).

Increased meeting time(Team).

Affordability, availability/accessibility of other health professionals (Team).

Responsibility/accountability and system resources (Individual and Team).

Some improvements in friendliness, task orientation, decision-making (team process), and teamwork, but limited or negative progress in authority acceptance, loyalty, and self-interest

NR

NR

NR

Xyrichis, A., & Lowton, K. (2008). What fosters or prevents interprofessional teamworking in primary and community care? A literature review. International Journal of Nursing Studies, 45(1), 140–153 [153]

Organizational Culture (Team)

Team Meetings (Team)

Improved teamwork

NR

NR

NR