The author(s) declare that they have no competing interests.
CS conceived and designed the study and was the principal investigator for the study. She participated in the creation of the guiding principles and drafted the manuscript. AH co-created the guiding principles with CS, and helped to draft the manuscript. LL analyzed the qualitative data, reviewed and applied the guiding principles, and helped to draft the manuscript. All authors read and approved the final manuscript.
In health services research, there is a growing view that partnerships between researchers and decision-makers (i.e., collaborative research teams) will enhance the effective translation and use of research results into policy and practice. For this reason, there is an increasing expectation by health research funding agencies that health system managers, policy-makers, practitioners and clinicians will be members of funded research teams. While this view has merit to improve the uptake of research findings, the practical challenges of building and sustaining collaborative research teams with members from both inside and outside the research setting requires consideration. A small body of literature has discussed issues that may arise when conducting research in one’s own setting; however, there is a lack of clear guidance to deal with practical challenges that may arise in research teams that include team members who have links with the organization/community being studied (i.e., are “insiders”).
In this article, we discuss a researcher-decision-maker partnership that investigated practice in primary care networks in Alberta. Specifically, we report on processes to guide the role clarification of insider team members where research activities may pose potential risk to participants or the team members (e.g., access to raw data).
These guiding principles could provide a useful discussion point for researchers and decision-makers engaged in health services research.