Table 6 Intrinsic in interprofessional primary care teams

Burgess, J., Martin, A., & Senner, W. (2011). A framework to assess nurse practitioner role integration in primary health care. Canadian Journal of Nursing Research Archive, 22–41 [90]

Autonomy (Individual)

Sense of Belonging (Individual)

Not Reported (NR)

Role recognition is perceived to result in collaboration with patients and the community.

Role inclusion is perceived to improve the quality of care

Perceived to result in population management

Role alliance is perceived to result in more effective participation in practice innovations, health improvements and policy initiatives

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

Sense of Belonging (Team)

Effectiveness

NR

NR

NR

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

Shared Purpose (Team)

Collaboration amongst the team

NR

NR

NR

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

Sense of belonging (trust and trusting relationship) (Team)

Shared Purpose (Team)

Improved perception of team effectiveness is improved.

Improved effective communication (team process)

NR

NR

NR

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]

Shared Purpose (Team)

Shared visions serve as a guiding force and motivation for collaborative efforts

Collaboration results in increased accessibility to a diverse range of expertise and skills among all team members, ultimately benefiting patient care

NR

NR

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]

Job Satisfaction (Individual)

NR

NR

Improved personal performance

NR

Khazei, M., Shukor, A. R., & Biotech, M. (2020). A Novel Instrument for Integrated Measurement and Assessment of Intrinsic Motivation, Team Climate, and Burnout in Multidisciplinary Teams. The Permanente Journal, 24 [114]

Autonomy (Individual)

Mastery (Individual)

Purpose (Not specified)

Wellbeing (Individual)

Motivation (Individual)

A positive team climate contributes to better team performance.

High intrinsic motivation leads to a more engaged, committed, and high-performing team.

Low burnout levels help maintain high team performance

NR

High intrinsic motivation and low burnout levels contribute to higher job satisfaction, productivity, and retention

Staff retention of physicians

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

Alignment with Organizational Goals (Not specified)

Enabling interprofessional collaborative practice

NR

NR

NR

MacNaughton, K., Chreim, S., & Bourgeault, I. L. (2013). Role construction and boundaries in interprofessional primary health care teams: a qualitative study. BMC health services research, 13(1), 1–13 [121]

Job satisfaction (Individual)

Role Clarity (Team)

Alleviated Work Load (Individual)

Autonomy (Individual)

Team members may experience job satisfaction when they can collaborate with colleagues, share their findings, and contribute to patient care in a meaningful way

NR

Increase professional satisfaction

NR

Markon, M.-P., Chiocchio, F., & Fleury, M.-J. (2017). Modelling the effect of perceived interdependence among mental HCPs on their work role performance. Journal of interprofessional care, 31(4), 520–528 [123]

Job Satisfaction (Individual)

Autonomy (Individual)

Perceived work interdependence (task feature) positively relates to work role performance.

Perceived collaboration (team process).

Greater collaboration in decision-making (team process) due to knowledge sharing

As team functioning improves, so does the quality of patient care, leading to better patient outcomes

Improved skills, confidence in abilities, and job satisfaction due to increased collaboration and knowledge sharing

NR

Mohr, D. C., Young, G. J., Meterko, M., Stolzmann, K. L., & White, B. (2011). Job satisfaction of primary care team members and quality of care. American Journal of Medical Quality, 26(1), 18–25 [126]

Job Satisfaction (Individual)

Improved collaborative functioning

Job satisfaction positively associated with patient perception of care

quality by using teams as

the unit of analysis

NR

NR

Naccarella, L. (2009). General practitioner networks matter in primary health care team service provision. Aust J Prim Health, 15(4), 312–318 [129]

Competence (Individual)

Physicians work together in teams to solve problems and validate clinical decisions, legitimizing their actions when dealing with complex or chronic conditions

Improved decision-making processes can result in better patient care

NR

NR

Pereira, J. G., & Oliveira, M. A. d. C. (2018). Nurses’ autonomy in Primary Care: from collaborative practices to advanced practice. Acta Paulista de Enfermagem, 31, 627–635 [133]

Autonomy (Individual)

Fostering team collaboration

NR

NR

NR

Phipps-Taylor, M., & Shortell, S. M. (2016). More than money: motivating physician behavior change in accountable care organizations. The milbank quarterly, 94(4), 832–861 [66]

Autonomy (Individual)

Sense of Belonging(Individual)

Job Satisfaction(Individual)

Contributed to shared goals

NR

Embracing collaboration is difficult for physicians

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]

Sense of Belonging (Individual)

Fostering functional relationships

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]

Shared Purpose (Individual)

Fostering team collaboration

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]

Autonomy (Individual)

Positive: Enhanced collaboration (team process).

Negative: Perceived role confusion and anxiety, Perceived power asymmetries, Varying perceptions of roles and responsibilities

NR

Provider Impact: Positive: Higher job satisfaction, Sense of purpose, Professional growth.

Negative: Perceived role confusion and anxiety, Perceived power asymmetries

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]

Mastery (Individual)

Sense of Belonging (Lack) (Individual)

Job Satisfaction (Individual)

Power struggles are a barrier to collaboration

NR

Nurse practitioners (NPs) reported feeling having more purpose and job satisfaction due to their mastery and competence

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]

Shared Purpose (Team)

A lack of shared objectives and poor communication were all barriers to developing effective team working

NR

NR

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]

Shared Purpose (Individual)

Enabling interprofessional collaborative practice

NR

NR

NR

Song, H., Ryan, M., Tendulkar, S., Fisher, J., Martin, J., Peters, A. S.,... Singer, S. J. (2017). Team dynamics, clinical work satisfaction, and patient care coordination between primary care providers. Health Care Management Review, 42(1), 28–41 [146]

Sense of Belonging (Individual)

Improved team dynamics due to social inclusion, psychological safety, and productivity

Improved patient care coordination between teams resulting from better team dynamics

Greater clinical work satisfaction for attending clinicians relying on colleagues for consistent care. Resident physicians appreciate the positive aspects of team dynamics and increased work satisfaction

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]

Work-life balance (Individual)

Perceived that work-life quality could be improved by sharing responsibilities

NR

NR

NR