TY - JOUR
AU - N. Farhana
AU - K. Rego
AU - J. M. Evans
A1 - 
AB - Shared accountability is widely emphasized in integrated care theory and policy but remains underspecified in practice. This study examined how shared accountability was operationalized and experienced within an Ontario Health Team (OHT) using data from 23 semi-structured interviews with OHT stakeholders. Six interrelated factors that shape shared accountability were identified: perceived organizational identity, clarity of leadership roles and consequences for non-compliance, clarity of partner organizations' roles and consequences for non-compliance, management of goals and interests, trust and psychological safety, and power dynamics. Together, these factors highlight that shared accountability is not merely a matter of assigning roles or measuring outcomes; rather, it is a complex, relational process. These findings offer practical guidance for strengthening shared accountability in integrated care networks.
AD - University of Toronto, Toronto, Ontario, Canada. RINGGOLD: 206712; McMaster University, Hamilton, Ontario, Canada. RINGGOLD: 120456
AN - 41061153
BT - Healthc Manage Forum
C5 - Education & Workforce
DA - Oct 8
DO - 10.1177/08404704251382221
DP - NLM
ET - 20251008
JF - Healthc Manage Forum
LA - eng
N2 - Shared accountability is widely emphasized in integrated care theory and policy but remains underspecified in practice. This study examined how shared accountability was operationalized and experienced within an Ontario Health Team (OHT) using data from 23 semi-structured interviews with OHT stakeholders. Six interrelated factors that shape shared accountability were identified: perceived organizational identity, clarity of leadership roles and consequences for non-compliance, clarity of partner organizations' roles and consequences for non-compliance, management of goals and interests, trust and psychological safety, and power dynamics. Together, these factors highlight that shared accountability is not merely a matter of assigning roles or measuring outcomes; rather, it is a complex, relational process. These findings offer practical guidance for strengthening shared accountability in integrated care networks.
PY - 2025
SN - 0840-4704
SP - 8404704251382221
ST - Operationalizing Accountability for Integrated Care: A Qualitative Study of an Ontario Health Team
T1 - Operationalizing Accountability for Integrated Care: A Qualitative Study of an Ontario Health Team
T2 - Healthc Manage Forum
TI - Operationalizing Accountability for Integrated Care: A Qualitative Study of an Ontario Health Team
U1 - Education & Workforce
U3 - 10.1177/08404704251382221
VO - 0840-4704
Y1 - 2025
ER -