Theme | Subtheme | Code |
---|---|---|
Structural integration | Legal ties | Contract details stakeholdersā roles and responsibilities (13/17, 76%) |
Operational ties and problems | Mandatory data entry challenging (10/11, 90%) | |
Coordination issues due to multiple clinic management system vendors (2/6, 33%) | ||
Coordination issues in deploying ancillary services (2/6, 33%) | ||
Lack of personal attention (3/11, 27%) | ||
Regional division of the network helps to build relationships, better coordination, and share the workload among the GP leads (4/6, 67%) | ||
Functional integration | Protocols for activities | Joint decision-making for developing protocols for fund management and continuous medical education curriculum development (15/17, 88%) |
GPs decide how to utilise disbursed care plus fee (11/17, 65%) | ||
Gain knowledge on chronic disease management (11/11, 100%) | ||
Normative integration | Shared vision | Recruit GPs with an interest in chronic disease management (4/6, 67%) |
Early to comment of PCNās effectiveness in improving chronic disease care since its functions were disrupted due to the coronavirus infectious disease 2019 pandemic (4/17, 27%) | ||
Sense of urgency | Adopted clinic management system (11/11, 100%) | |
Early to comment of PCNās effectiveness since Ministry of Health constantly updates the care indicators for data collection. (1/17, 5%) | ||
Culture of communication | Two-way communication process (9/11, 81%) | |
Transparent communication (11/11, 100%) | ||
Interpersonal integration | Teamwork | Administrative and social support (17/17, 100%) |
GP lead donated remuneration (4/17, 24%) | ||
Relational climate | Solve problems collaboratively (6/6, 100%) | |
Trusting relationship (17/17, 100%) | ||
Reservations about raising their concerns (6/11, 55%) | ||
No differences in opinion (17/17,100%) | ||
Camaraderie among the GPs (11/11, 100%) | ||
Process integration | Incomplete closed referral loops | Patients not discharged back to referring GP (2/11, 18%) |