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dc.contributor.authorWard, Vicky
dc.contributor.authorSmith, Simon
dc.contributor.authorKeen, Justin
dc.contributor.authorWest, Robert
dc.contributor.authorHouse, Allan
dc.identifier.citationWard , V , Smith , S , Keen , J , West , R & House , A 2018 , ' Creating and implementing local health and wellbeing policy : networks, interactions and collective knowledge creation amongst public sector managers ' , Evidence & Policy , vol. 14 , no. 3 , pp. 477-498 .
dc.identifier.otherORCID: /0000-0001-8684-0403/work/64361464
dc.descriptionThis article presents independent research funded by the National Institute for Health Research (NIHR) (09/1002/02).en
dc.description.abstractBackground: In the UK managers from multiple organisations are commonly tasked with collectively devising and implementing local health and wellbeing policies as a way of addressing increasing demand for healthcare. This requires them to create knowledge together but relatively little is known about how this occurs. This paper reports the results of research into how managers collectively create knowledge in order to address local health and wellbeing challenges. Methods: We undertook a case study in three sites in England. Using statistical network modelling we identified clusters of actors and interviewed managers from heterogeneous clusters about their collective activities. We used interview and documentary data to construct accounts of collective knowledge creation. Findings: Managers simultaneously work across stable bureaucratic networks and temporary taskforces in order to create and implement local health and wellbeing policy. They collectively create knowledge by enacting networks of relationships which enable them to share and build on routines and discourses and to reach out for new evidence, perspectives and skills. When creating knowledge, managers’ ability to draw on and harmonize alternative programmes of action and their willingness to collectively negotiate is more important than their managerial status or position. Conclusions: Managers should be encouraged to examine and discuss their alternative programmes of action and to see these as a catalyst for rather than barrier to collectively creating and implementing local health and wellbeing policies and should be supported and valued for their ability to harmonize conflicting programmes of action.
dc.relation.ispartofEvidence & Policyen
dc.subjectKnowledge creationen
dc.subjectHealth and wellbeingen
dc.subjectLocal policymakingen
dc.subjectKnowledge mobilisationen
dc.subjectRA0421 Public health. Hygiene. Preventive Medicineen
dc.subjectHV Social pathology. Social and public welfareen
dc.subjectSDG 3 - Good Health and Well-beingen
dc.titleCreating and implementing local health and wellbeing policy : networks, interactions and collective knowledge creation amongst public sector managersen
dc.typeJournal articleen
dc.contributor.institutionUniversity of St Andrews. School of Managementen
dc.description.statusPeer revieweden

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