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Abstract：
BACKGROUND: Public health initiatives require coordinated efforts from healthcare, social services and other service providers. Organisational theory tells us that trust is essential for reaching collaborative effectiveness. This paper explores the drivers for initiating and sustaining trust in a temporary public health partnership, in response to a sudden health threat.
METHODS: This qualitative study analysed the formation process of a multisector partnership for a Covid-19 contact tracing service. Data was collected through 12 interviews, two focus groups, one feedback workshop, and an online survey with workforce members from all seven partner organisations. Purposive maximum variation sampling was used to capture the reflections and experiences of workforce members from all seven partner organisations. A deductive code scheme was used to identify drivers for building and sustaining trust in inter-organisational collaboration.
RESULTS: Relational mechanisms emanating from the commitment to the common aim, shared norms and values, and partnership structures affected trust-building. Shared values and the commitment to the common aim appeared to channel partners\' behaviour when interacting, resulting in being perceived as a fair, reliable and supportive partner. Shared values were congruent with the design of the partnership in terms of governance structure and communication lines reflecting flat hierarchies and shared decision-making power. Tensions between partner organisations arose when shared values were infringed.
CONCLUSIONS: When managing trust in a collaboration, partners should consider structural components like governance structure, organisational hierarchy, and communication channels to ensure equal power distribution. Job rotation, recruitment of candidates with the desired personality traits and attitudes, as well as training and development, encourage inter-organisational networking among employees, which is essential for building and strengthening relationships with partner organisations. Partners should also be aware of managing relational dynamics, channelling behaviours through shared values, objectives and priorities and fostering mutual support and equality among partner organisations.
METHODS: This qualitative study analysed the formation process of a multisector partnership for a Covid-19 contact tracing service. Data was collected through 12 interviews, two focus groups, one feedback workshop, and an online survey with workforce members from all seven partner organisations. Purposive maximum variation sampling was used to capture the reflections and experiences of workforce members from all seven partner organisations. A deductive code scheme was used to identify drivers for building and sustaining trust in inter-organisational collaboration.
RESULTS: Relational mechanisms emanating from the commitment to the common aim, shared norms and values, and partnership structures affected trust-building. Shared values and the commitment to the common aim appeared to channel partners\' behaviour when interacting, resulting in being perceived as a fair, reliable and supportive partner. Shared values were congruent with the design of the partnership in terms of governance structure and communication lines reflecting flat hierarchies and shared decision-making power. Tensions between partner organisations arose when shared values were infringed.
CONCLUSIONS: When managing trust in a collaboration, partners should consider structural components like governance structure, organisational hierarchy, and communication channels to ensure equal power distribution. Job rotation, recruitment of candidates with the desired personality traits and attitudes, as well as training and development, encourage inter-organisational networking among employees, which is essential for building and strengthening relationships with partner organisations. Partners should also be aware of managing relational dynamics, channelling behaviours through shared values, objectives and priorities and fostering mutual support and equality among partner organisations.
摘要：
背景：公共卫生计划需要医疗保健部门的协调努力，社会服务和其他服务提供商。组织理论告诉我们，信任对于实现协作有效性至关重要。本文探讨了在临时公共卫生伙伴关系中发起和维持信任的驱动因素，以应对突然的健康威胁。
方法：这项定性研究分析了Covid-19联系人跟踪服务的多部门合作伙伴关系的形成过程。数据是通过12次访谈收集的，两个焦点小组，一个反馈研讨会，以及对所有七个合作伙伴组织的员工进行的在线调查。目的最大变化采样用于捕获所有七个合作伙伴组织的员工的反思和经验。演绎代码方案用于识别在组织间合作中建立和维持信任的驱动因素。
结果：关系机制源于对共同目标的承诺，共同的规范和价值观，伙伴关系结构影响了建立信任。共同的价值观和对共同目标的承诺似乎在互动时引导合作伙伴的行为，结果被认为是公平的，可靠和支持的合作伙伴。在治理结构和反映平面等级制度和共同决策权的沟通渠道方面，共同的价值观与伙伴关系的设计是一致的。当共同价值观受到侵犯时，合作伙伴组织之间就会产生紧张关系。
结论：在合作中管理信任时，合作伙伴应该考虑像治理结构这样的结构性组成部分，组织层次结构，和通信渠道，以确保均等的配电。作业轮换,招募具有所需人格特质和态度的候选人，以及培训和发展，鼓励员工之间的组织间网络，这对于建立和加强与伙伴组织的关系至关重要。合作伙伴还应该意识到管理关系动态，通过共同的价值观引导行为，目标和优先事项，并促进伙伴组织之间的相互支持和平等。
方法：这项定性研究分析了Covid-19联系人跟踪服务的多部门合作伙伴关系的形成过程。数据是通过12次访谈收集的，两个焦点小组，一个反馈研讨会，以及对所有七个合作伙伴组织的员工进行的在线调查。目的最大变化采样用于捕获所有七个合作伙伴组织的员工的反思和经验。演绎代码方案用于识别在组织间合作中建立和维持信任的驱动因素。
结果：关系机制源于对共同目标的承诺，共同的规范和价值观，伙伴关系结构影响了建立信任。共同的价值观和对共同目标的承诺似乎在互动时引导合作伙伴的行为，结果被认为是公平的，可靠和支持的合作伙伴。在治理结构和反映平面等级制度和共同决策权的沟通渠道方面，共同的价值观与伙伴关系的设计是一致的。当共同价值观受到侵犯时，合作伙伴组织之间就会产生紧张关系。
结论：在合作中管理信任时，合作伙伴应该考虑像治理结构这样的结构性组成部分，组织层次结构，和通信渠道，以确保均等的配电。作业轮换,招募具有所需人格特质和态度的候选人，以及培训和发展，鼓励员工之间的组织间网络，这对于建立和加强与伙伴组织的关系至关重要。合作伙伴还应该意识到管理关系动态，通过共同的价值观引导行为，目标和优先事项，并促进伙伴组织之间的相互支持和平等。
