Interorganizational Collaboration in Occupational Rehabilitation: Perceptions of an Interdisciplinary Rehabilitation Team

Abstract

This study provides greater insight into the factors affecting collaboration among a rehabilitation team, an injured worker and other stakeholders. The results may improve understanding of the actions taken by rehabilitation teams and help to optimize their practices.

Management of Long Term Sickness Absence: A Systematic Realist Review

“…Much of the qualitative literature relating to communication in the management of LTSA concentrates on the different perspectives and goals of the various stakeholders [11,51]. For example, managers' attitudes have been found to be influenced by the overall corporate approach and perceived tolerance towards sickness absence behaviour [40]; whilst employees perceive their line managers as representing the face and values of the organisation as a whole [34].…”

A Matter of Trust? A Study of Coordination of Swedish Stakeholders in Return-to-Work

“…In an increasing number of studies, a cooperative multi-stakeholder approach to return-to-work has been emphasized [1][2][3][4][5]. However, substantial communication problems between return-to-work stakeholders are noted, and with goodwill and trust as key conditions, intermediary actors are argued as having the potential of facilitating a cooperative return-to-work process [6].…”

“…However, substantial communication problems between return-to-work stakeholders are noted, and with goodwill and trust as key conditions, intermediary actors are argued as having the potential of facilitating a cooperative return-to-work process [6]. Several studies have also noted a need for research on the financial, legal and competence aspects of stakeholder cooperation [2,5].…”

The Management of Long-Term Sickness Absence in Large Public Sector Healthcare Organisations: A Realist Evaluation Using Mixed Methods

“…Running through these DPTs were a common set of contextual factors, of which the most important appeared to be the level of support for LTSA interventions from senior managers; the size and structure of the organisation; the level of financial and organisational investment in managing LTSA; the differing perceptions of stakeholders [54,55]; and the quality of relationships between managers and staff [43,56]. These DPTs and contextual factors -17 -were the focus of our data collection as we sought to test these programme theories in stage two.…”