Introduction: In the context of integrated care, the involved organisations are expected to improve their co-operation and co-ordination.
Although this postulation is not new, we still encounter problems with integrated care, which can be ascribed to a lack of
information and co-operation of the involved organisations. This prevents sustainability in integrated care.
Aims and Objectives: To better understand the causes for these problems, analysis approaches have to be embedded in a systemic context. This presentation
aims at describing the organisational routines and structures, which help to unleash the view for organisations' self-logic
of their behaviour and decision finding.
Methods: I will focus on the theoretical aspects of sustainability and interface management, using a systems theoretical and network
analysis approach. Empirical data are not available yet.
Results and Conclusions: Organisations follow their own logic, which may appear ‘irrational’ to outside observers. Since this applies to all involved
organisations, a sustainable interface management can hardly be achieved by establishing the same binding rules for organisations
with different structures and routines. Taking this into consideration, alternative approaches of sustainability conceptualisation
in the context of integrated care are discussed and the importance of analysing organisational structures and routines are
highlighted.
Presentation slides available from: http://www.integratedcarenetwork.org/Sweden2008/slides/02-05-luedecke.pdf