The coding framework, showing the key elements and their associated sub-elements, alongside the academic sources used to define those sub-elements
| Code | Key and sub-elements | Source |
|---|---|---|
| Leadership | ||
| L1 | Setting a vision | Angwin and Cummings (2017), p. 293 |
| L2 | Creating a strategic identity | Angwin and Cummings (2017), p. 293 |
| L3 | Externalise a vision | Anderson-Wallace and Downham (2024), p. 293 |
| L4 | Establishing goals | Burnes (2017), p. 628 |
| L5 | Achieving the purpose | Lynch (2021), p. 576 |
| L6 | Developing the most effective strategy | Lynch (2021), p. 576 |
| Strategy | ||
| Strat 1 | Management of resources and competencies | Jeffs (2013), p. 12 and Alfred Chandler, 1962 in Angwin and Cummings (2017), p. xv |
| Strat 2 | Respond to the threats and opportunities in the environment | Jeffs (2013), p. 12 and Burnes (2017), pp. 279–80 |
| Strat 3 | Identify the long-run goals and objectives | Alfred Chandler, 1962 in Angwin and Cummings (2017), Champoux (2020), p. 20 and Angwin and Cummings (2017), p. xv and Jeffs (2013), p. 12 |
| Strat 4 | Adopting courses of action | Alfred Chandler, 1962 in Angwin and Cummings (2017), p. xv and Jeffs (2013), p. 12 |
| Strat 5 | Define what success is | Angwin and Cummings (2017), p. xvi |
| Strat 6 | Communicate how we get there | Angwin and Cummings (2017), p. xvi |
| Strat 7 | A coherent or consistent stream of policies and actions | Burnes (2017), p. 441 and Rumelt (2017), p. 9 |
| Strat 8 | Evolution of the basic mission | Schein (2017), p. 157 |
| Structure | ||
| Struc 1 | How the organisation, talent and assets are organised and aligned | Angwin and Cummings (2017), p. 23 |
| Struc 2 | The organisational design to deliver the enterprise | Alfred Chandler, 1962 in Lynch (2021), p. 434 |
| Struc 3 | How the organisation is designed to create more value | Angwin and Cummings (2017), p. 23 |
| Struc 4 | Delivering the main activities of the enterprise | Lynch (2021), p. 448 |
| People | ||
| P1 | Promote the respect for the cultures, values and beliefs of other professionals | Walsh et al. (2005), Sims et al. (2021), Harris et al. (2022), Khalili et al. (2021), Striković and Wittmann (2022) |
| P2 | Care provision is developed and delivered in response to the informed choices expressed by patients/service users | |
| P3 | Promoting an integrated understanding of legal, statutory and regulatory requirements across professional boundaries | |
| P4 | Accommodation to develop policy and practice to influence changing professional role boundaries | |
| P5 | Care informed by an integrated care plan | |
| P6 | Care informed by a demonstration of interpersonal skills | |
| P7 | A proactive contribution of uni-professional skills and perspectives to the interprofessional discussion and practice | |
| P8 | Accommodation to provide mentoring and coaching across professional boundaries | |
| P9 | Reflective processes are promoted to inform the development and delivery of patient/service user care | |
| P10 | Practitioners encouraged to engage in reciprocal processes of reflection across professional boundaries | |
| Code | Key and sub-elements | Source |
|---|---|---|
| L1 | Setting a vision | |
| L2 | Creating a strategic identity | |
| L3 | Externalise a vision | |
| L4 | Establishing goals | |
| L5 | Achieving the purpose | |
| L6 | Developing the most effective strategy | |
| Strat 1 | Management of resources and competencies | |
| Strat 2 | Respond to the threats and opportunities in the environment | |
| Strat 3 | Identify the long-run goals and objectives | Alfred Chandler, 1962 in |
| Strat 4 | Adopting courses of action | Alfred Chandler, 1962 in |
| Strat 5 | Define what success is | |
| Strat 6 | Communicate how we get there | |
| Strat 7 | A coherent or consistent stream of policies and actions | |
| Strat 8 | Evolution of the basic mission | |
| Struc 1 | How the organisation, talent and assets are organised and aligned | |
| Struc 2 | The organisational design to deliver the enterprise | Alfred Chandler, 1962 in |
| Struc 3 | How the organisation is designed to create more value | |
| Struc 4 | Delivering the main activities of the enterprise | |
| P1 | Promote the respect for the cultures, values and beliefs of other professionals | |
| P2 | Care provision is developed and delivered in response to the informed choices expressed by patients/service users | |
| P3 | Promoting an integrated understanding of legal, statutory and regulatory requirements across professional boundaries | |
| P4 | Accommodation to develop policy and practice to influence changing professional role boundaries | |
| P5 | Care informed by an integrated care plan | |
| P6 | Care informed by a demonstration of interpersonal skills | |
| P7 | A proactive contribution of uni-professional skills and perspectives to the interprofessional discussion and practice | |
| P8 | Accommodation to provide mentoring and coaching across professional boundaries | |
| P9 | Reflective processes are promoted to inform the development and delivery of patient/service user care | |
| P10 | Practitioners encouraged to engage in reciprocal processes of reflection across professional boundaries | |
Source(s): Table created by the author