Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchers
Abstract Many health systems may host embedded researchers (ERs) and provide fiscal resources to encourage health service research. However, ERs may remain challenged to initiate research in these settings. This discussion examines how health system culture may impede research initiation, thereby ex...
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| Format: | Article |
| Language: | English |
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Wiley
2023-04-01
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| Series: | Learning Health Systems |
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| Online Access: | https://doi.org/10.1002/lrh2.10329 |
| _version_ | 1797847992958451712 |
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| author | Matthew F. Hudson |
| author_facet | Matthew F. Hudson |
| author_sort | Matthew F. Hudson |
| collection | DOAJ |
| description | Abstract Many health systems may host embedded researchers (ERs) and provide fiscal resources to encourage health service research. However, ERs may remain challenged to initiate research in these settings. This discussion examines how health system culture may impede research initiation, thereby exposing a paradox for embedded researchers immersed in research‐ambivalent health systems. The discussion ultimately describes potential short‐term and long‐term strategies embedded researchers may employ to initiate scholarly inquiry in research‐ambivalent health systems. |
| first_indexed | 2024-04-09T18:20:17Z |
| format | Article |
| id | doaj.art-b713470466d441059cd20d82afdaacd0 |
| institution | Directory Open Access Journal |
| issn | 2379-6146 |
| language | English |
| last_indexed | 2024-04-09T18:20:17Z |
| publishDate | 2023-04-01 |
| publisher | Wiley |
| record_format | Article |
| series | Learning Health Systems |
| spelling | doaj.art-b713470466d441059cd20d82afdaacd02023-04-12T08:40:51ZengWileyLearning Health Systems2379-61462023-04-0172n/an/a10.1002/lrh2.10329Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchersMatthew F. Hudson0Department of Medicine Prisma Health Cancer Institute Greenville South Carolina USAAbstract Many health systems may host embedded researchers (ERs) and provide fiscal resources to encourage health service research. However, ERs may remain challenged to initiate research in these settings. This discussion examines how health system culture may impede research initiation, thereby exposing a paradox for embedded researchers immersed in research‐ambivalent health systems. The discussion ultimately describes potential short‐term and long‐term strategies embedded researchers may employ to initiate scholarly inquiry in research‐ambivalent health systems.https://doi.org/10.1002/lrh2.10329cultureembedded researchhealth service researchlearning health systemrapid cycle research |
| spellingShingle | Matthew F. Hudson Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchers Learning Health Systems culture embedded research health service research learning health system rapid cycle research |
| title | Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchers |
| title_full | Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchers |
| title_fullStr | Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchers |
| title_full_unstemmed | Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchers |
| title_short | Short‐ and long‐term strategies for navigating research‐ambivalent organizational cultures besetting embedded researchers |
| title_sort | short and long term strategies for navigating research ambivalent organizational cultures besetting embedded researchers |
| topic | culture embedded research health service research learning health system rapid cycle research |
| url | https://doi.org/10.1002/lrh2.10329 |
| work_keys_str_mv | AT matthewfhudson shortandlongtermstrategiesfornavigatingresearchambivalentorganizationalculturesbesettingembeddedresearchers |