Indian Journal of Palliative Care
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Year : 2020  |  Volume : 26  |  Issue : 3  |  Page : 358--364

Exploring organizational culture regarding provision and utilization of palliative care in a Nigerian context: An interpretive descriptive study

1 Department of Health and Social Science, London School of Science and Technology, Buckinghamshire New University, UK; Department of Nursing, Ebonyi State University, Abakaliki, Nigeria
2 Department of Nursing, Ebonyi State University, Abakaliki, Nigeria
3 Department of Anaesthesia, Pain and Palliative Care Unit, Multidisciplinary Oncology Centre, College of Medicine, University of Nigeria, Ituku-Ozalla Campus, Enugu, Nigeria

Correspondence Address:
David A Agom
Department of Health and Social Science, London School of Science and Technology – Luton Campus, 4 Dunstable Rd., Luton LU1 1DX

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Source of Support: None, Conflict of Interest: None

DOI: 10.4103/IJPC.IJPC_39_20

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Background: Palliative care (PC) continues to be underutilized in Nigeria, but there is a lack of studies that explore organizational cultural dynamics regarding PC in Nigeria. The study aimed to understand the organizational culture in order to identify organizational enablers and inhibitors of the provision and utilization of PC in a Nigerian context. Methods: Identification of the organizational culture was developed using a qualitative interpretive descriptive design. Cultural enablers and inhibitors were mapped out using semi-structured interviews with 38 participants, consisting of medical staff, patients, and their relatives. Thematic analysis was used to identify and analyze patterns within the collected data. Results: Three themes were identified: cross-departmental collaborative practice, financial support practice, and continuity of care. The findings suggest that fundamental cultural changes, such as a policy for intradepartmental referral practices, telemedicine, and a welfare support system, are typically required as remedies for the failure to use PC in Nigeria and other similar contexts. Conclusions: This study offered a new understanding that not revealing deeper shared assumptions, and a shared way of thinking that underpins the PC practice within an organization, will have a negative bearing on organizational PC outcomes.


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