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MERGING conventional and complementary medicine in a clinic department – a theoretical model and practical recommendations

Overview of attention for article published in BMC Complementary and Alternative Medicine, June 2015
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About this Attention Score

  • Above-average Attention Score compared to outputs of the same age (53rd percentile)

Mentioned by

twitter
2 tweeters
facebook
3 Facebook pages

Citations

dimensions_citation
11 Dimensions

Readers on

mendeley
49 Mendeley
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Title
MERGING conventional and complementary medicine in a clinic department – a theoretical model and practical recommendations
Published in
BMC Complementary and Alternative Medicine, June 2015
DOI 10.1186/s12906-015-0696-2
Pubmed ID
Authors

Marion Pérard, Nadine Mittring, David Schweiger, Christopher Kummer, Claudia M. Witt

Abstract

Today, the increasing demand for complementary medicine encourages health care providers to adapt and create integrative medicine departments or services within clinics. However, because of their differing philosophies, historical development, and settings, merging the partners (conventional and complementary medicine) is often difficult. It is necessary to understand the similarities and differences in both cultures to support a successful and sustainable integration. The aim of this project was to develop a theoretical model and practical steps that are based on theories from mergers in business to facilitate the implementation of an integrative medicine department. Based on a literature search and expert discussions, the cultures were described and model domains were developed. These were applied to two case studies to develop the final model. Furthermore, a checklist with practical steps was devised. Conventional medicine and complementary medicine have developed different corporate cultures. The final model, which should help to foster integration by bridging between these cultures, is based on four overall aspects: culture, strategy, organizational tools and outcomes. Each culture is represented by three dimensions in the model: corporate philosophy (core and identity of the medicine and the clinic), patient (all characteristics of the professional team's contact with the patient), and professional team (the characteristics of the interactions within the professional team). Overall, corporate culture differs between conventional and complementary medicine; when planning the implementation of an integrative medicine department, the developed model and the checklist can support better integration.

Twitter Demographics

The data shown below were collected from the profiles of 2 tweeters who shared this research output. Click here to find out more about how the information was compiled.

Mendeley readers

The data shown below were compiled from readership statistics for 49 Mendeley readers of this research output. Click here to see the associated Mendeley record.

Geographical breakdown

Country Count As %
Switzerland 1 2%
Unknown 48 98%

Demographic breakdown

Readers by professional status Count As %
Student > Ph. D. Student 7 14%
Student > Master 6 12%
Unspecified 5 10%
Student > Doctoral Student 4 8%
Lecturer 4 8%
Other 12 24%
Unknown 11 22%
Readers by discipline Count As %
Medicine and Dentistry 11 22%
Unspecified 5 10%
Nursing and Health Professions 5 10%
Psychology 4 8%
Business, Management and Accounting 3 6%
Other 10 20%
Unknown 11 22%

Attention Score in Context

This research output has an Altmetric Attention Score of 3. This is our high-level measure of the quality and quantity of online attention that it has received. This Attention Score, as well as the ranking and number of research outputs shown below, was calculated when the research output was last mentioned on 28 June 2015.
All research outputs
#12,537,401
of 21,349,406 outputs
Outputs from BMC Complementary and Alternative Medicine
#1,277
of 3,016 outputs
Outputs of similar age
#115,265
of 250,894 outputs
Outputs of similar age from BMC Complementary and Alternative Medicine
#1
of 1 outputs
Altmetric has tracked 21,349,406 research outputs across all sources so far. This one is in the 40th percentile – i.e., 40% of other outputs scored the same or lower than it.
So far Altmetric has tracked 3,016 research outputs from this source. They typically receive more attention than average, with a mean Attention Score of 8.5. This one has gotten more attention than average, scoring higher than 57% of its peers.
Older research outputs will score higher simply because they've had more time to accumulate mentions. To account for age we can compare this Altmetric Attention Score to the 250,894 tracked outputs that were published within six weeks on either side of this one in any source. This one has gotten more attention than average, scoring higher than 53% of its contemporaries.
We're also able to compare this research output to 1 others from the same source and published within six weeks on either side of this one. This one has scored higher than all of them