Table 2 Illustration of the analysis and coding process leading up to the final categorical themes guided by the interpretive description methodology (20; 21) and the theoretical lens of Edgar Schein’s three levels of organizational culture and leadership [4]
First Analytical Step | Second Analytical Step | Third Analytical Step | Fourth Analytical Step | |
|---|---|---|---|---|
DESCRIPTION OF THE CONTENT AND PROCESS OF THE FOUR ANALYTICAL STEPS IN REGARD TO INTERPRETIVE DESCRIPTION | A process of discernment of particular circumstances and generalized patterns in relation to study aim | A critical appraisal of relationships within data and relevance of thematic options leading to the primary categorization | Extraction of main messages arising from key insights within the data to be captured in the form of a final categorization structure | A model illustrating the hierarchy and relations of the themes and displaying the final findings reported in the findings section. |
THEORETICAL LENS OF EDGAR SCHEIN’S THREE LEVELS OF ORGANIZATIONAL CULTURE AND LEADERSHIP | Artifacts (Visual Organizational Structures and Processes) | Exposed Values (Strategies, Goals, Philosophies, Espoused Justifications) | Basic Underlying Assumptions (Unconscious, Taken for Granted Beliefs, Perceptions, Thoughts, and Feelings – Ultimate Source of Values and Action) | |
CODES AND SUBTHEMES LEADING UP TO THE FINAL CATAGORICAL THEMES | Legislation as Management Tool Care as Navigation Tool The Case as the Core Element Dilemmas in Collaboration Divergence in the Rehabilitation Understanding | Legislation as Management Tool The Case as the Core Element Rehabilitation Goal Dilemmas | Policy and Legislation Navigation | |
Coordination and Facilitation of Rehabilitation Knowledge Sharing as a firm Anchoring The Meaning of Tertiary Rehabilitation Collaboration on Several Levels The Meaning of Relations | Coordination and Facilitating Rehabilitation Knowledge Sharing as a firm Anchoring | Cross-sectorial Knowledge Exchange | ||
Knowledge Founded Power Patient Ownership Negotiations The Patients’ Comprehension The Healthcare System as the Gatekeeper | Knowledge Founded Power Gatekeeping as a Navigation Tool | Patient Ownership Negotiations |