PGF Dimension a | Research Question | Corresponding metrics b | Selected Quotes (Key Informants) c | Observations (Meetings) d | Culture type (Survey) e |
---|---|---|---|---|---|
Context | Why do these units wish/not wish to implement BSC? | Non-financial incentives | *Driving force should be there in the form of promotions, co-authorship etc (Units I, II) | *Units I and II were looking forward to non financial incentives to implement BSC | Unit I = Group and Rational |
 |  | Human resources | * We don't have anyone in the unit to be able to work on this (Unit IV) | *Unit III and IV more inclined towards financial incentives and attending to clinics | Unit II = Group and Development |
 |  | Clinical workload | * A hindering force in our unit is that people are overworked (Units II, IV) | *Lack of designated human resources, access to required information and time constraints were major barriers in Units III, IV | Unit III = Hierarchical and Rational |
 |  | Data quality and access | *We do not have ready access to all data (Units III, IV) |  | Unit IV = Rational and Hierarchical |
 |  | Benefits of BSC | * BSC reduces ad hoc reporting and improves outcomes (Unit II). | *Sensitization to BSC benefits facilitated implementation in Unit II |  |
Process | How do these units implement BSC? | Leadership, designated human resources, role awareness and ownership, regular meetings | *Our head has told us that BSC will give us the right opportunity (Unit II) | *Facilitatory factors were; role alignment and leadership communicating clear agenda for BSC (Units I and II) | Same as above |
 |  | BSC as part of ongoing information systems | * We are already using BSC but we don't call it so (Unit I) | * Introducing BSC as on ongoing information system activity/small scale (Units I and III) |  |
 |  | Start small |  |  |  |
Content | What changes in key contextual elements occurred during implementation | BSC and culture | *What is required is a more participatory culture (Unit I). | Units I and II team-oriented Units III and IV; derogatory style of leadership | Same as above |