Table 3 Overview of the included studies
AUTHOR | YEAR | COUNTRY | METHOD | ORGANIZATIONAL SETTING | ORGANIZATIONAL ATTTRIBUTES | ||||
|---|---|---|---|---|---|---|---|---|---|
| Â | Â | Â | Â | (number) | Perceived leadership commitment | Open culture | Room for team development | Initiating & monitoring change | Strategic client focus |
Alexander | 2011 | USA | Review (n = 107) | Health Care Organizations |  | Supportive attitude | Education and training Motivation Capacitiy management Behavior of team members Collaboration | Process development Feedback loop |  |
Babich | 2016 | USA | Mixed-method design | Health care organization grant recipients (29) | Â | Supportive attitude Encouraging behavior Feedback and reflection | Education and training | Feedback loop Resources and infrastructure | Â |
Balasubra-manian | 2015 | USA | Methodology | Delivery of healthcare Primary care organizations (9) | Â | Feedback and reflection | Â | Process development Feedback loop | Client orientation |
Berta | 2015 | Canada | Conceptual paper | Â | Â | Interaction Feedback and reflection | Â | Process development Willingness to change Feedback loop Resources and infrastructure | Service orientation |
Dalmas | 2019 | Malta | Qualitative study | Healthcare system Hospital (1) | Supportive leadership Strategic leadership | Â | Motivation Behavior of team members | Willingness to change Resources and infrastructure | Â |
Doyle | 2013 | UK | Quantitative study | NHS frontline care teams (19) | Supportive leadership Strategic leadership | Â | Balanced team | Process development Willingness to change Feedback loop Resources and infrastructure | Client orientation |
Eljiz | 2018 | Australia | Conceptual paper | Healthcare | Â | Â | Education and training | Â | Client orientation |
Evans | 2016 | Canada | Mixed-method design, incl. review (n = 114) | Organizational context Organizational capabilities Integrated care Integrated delivery system Integrated care initiative | Supportive leadership | Interaction |  | Willingness to change Resources and infrastructure | Client orientation Service orientation |
Evans | 2017 | Canada | Review (n = 47) | Health services management Cancer Care Ontario (1) |  | Interaction Encouraging behavior | Education and training | Willingness to change Feedback loop Resources and infrastructure |  |
Fieldston | 2016 | USA | Mixed-method design | Hospital (1) | Supportive leadership Strategic leadership | Encouraging behavior | Education and training Balanced team | Feedback loop Resources and infrastructure | Â |
Foley | 2017 | UK USA | Mixed-method design, incl. review (n = 92) | Health system and a research facility |  |  |  | Process development |  |
Furnival | 2017 | UK | Review (n = 70) |  | Supportive leadership Strategic leadership | Interaction | Motivation | Process development Feedback loop | Client orientation |
Furnival | 2018 | UK | Qualitative study | UK regulatory agencies (6) | Strategic leadership | Â | Â | Process development | Â |
Greenfield | 2010 | Australia | Mixed-method design | Aged care and rehabilitation service (1) | Â | Interaction Supportive attitude Encouraging behavior Feedback and reflection | Education and training Motivation Collaboration | Feedback loop | Client orientation Service orientation |
Guzman | 2015 | Australia | Conceptual paper | Â | Â | Â | Â | Process development | Service orientation |
Harvey | 2015 | UK | Qualitative study | NHS organization (3) | Strategic leadership | Interaction Encouraging behavior Feedback and reflection | Motivation | Process development Resources and infrastructure | Â |
Hernandez | 2013 | USA | Mixed-method design, incl. review (n = 27) | Not-for-profit multihospital integrated delivery system (1) | Strategic leadership | Supportive attitude Feedback and reflection | Capacity management | Willingness to change Feedback loop | Client orientation |
Höög | 2016 | Sweden | Longitudinal case study | Specialized health care provider (1) |  | Feedback and reflection |  | Process development Willingness to change |  |
Jeffs | 2016 | Canada | Qualitative study | Collaboration Communities of practice Point-of-care Acute care hospital (2) Long term care center (1) Mental health science center (1) | Â | Â | Education and training Behavior of team members | Feedback loop | Â |
Kaplan | 2010 | USA | Review (n = 47) | Healthcare | Supportive leadership Strategic leadership |  | Motivation Balanced team | Resources and infrastructure |  |
Kilbourne | 2019 | USA | Conceptual paper | Veterans Health Administration | Â | Interaction | Capacity management | Process development Willingness to change Feedback loop | Â |
Kislov | 2014 | UK | Conceptual paper | Organizational capabilities Capability development | Supportive leadership Strategic leadership | Interaction Supportive attitude Feedback and reflection | Capacity management | Willingness to change | Â |
Kringos | 2015 | UK | Umbrella review of systematic reviews (n = 56) |  | Supportive leadership Strategic leadership | Interaction Supportive attitude Encouraging behavior | Education and training Motivation Capacity management Balanced team | Process development Willingness to change Resources and infrastructure |  |
Lanteigne | 2016 | Anguilla Italy | Mixed-method design | Health Authority and a hospital (2) | Supportive leadership Strategic leadership | Feedback and reflection | Education and training Capacity management Behavior of team members Collaboration | Willingness to change Feedback loop Resources and infrastructure | Â |
Leufvén | 2015 | Nepal | Quantitative study | Health systems Hospital (1) |  | Feedback and reflection | Education and training Motivation | Resources and infrastructure |  |
Luxford | 2011 | USA | Qualitative study | Health Care Organizations (8) | Supportive leadership | Supportive attitude Encouraging behavior Feedback and reflection | Motivation Capacity management | Process development Feedback loop Resources and infrastructure | Client orientation |
Potts | 2017 | USA | Mixed-method design | Integrated healthcare (1) | Strategic leadership | Encouraging behavior | Balanced team | Willingness to change | Â |
Psek | 2015 | USA | Conceptual paper | Delivery system Health/wellness organization (1) | Strategic leadership | Interaction Feedback and reflection |  | Feedback loop Resources and infrastructure | Client orientation |
Schilling | 2010 | USA Sweden | Quantitative study | Sites of not-for-profit health organizations (n = 5) | Strategic leadership | Supportive attitude |  | Willingness to change |  |
Schilling | 2011 | USA | Mixed-method design | Not-for-profit health plan (1) | Supportive leadership | Â | Education and training | Feedback loop | Â |
Shea | 2018 | USA | Qualitative study | Primary care Healthcare teams Organizational innovation Primary care practices (10) | Supportive leadership | Supportive attitude | Capacity management Collaboration | Willingness to change | Â |
Singer | 2012 | USA | Quantitative study | Veteran Health Admin. (1) Mental health organizations (2) | Supportive leadership | Supportive attitude Feedback and reflection | Education and training | Process development Feedback loop | Â |