Construct/Factor | Description |
---|---|
Promoting Action on Research Implementation in Health Services (PARiHS) | Â |
Evidence | '[K]nowledge derived from a variety of sources that has been subjected to testing and has found to be credible' [85]. Four sources of evidence are research, clinical experience, patient experience, and local information. |
Context | The 'environment or setting in which people receive healthcare services, or... the environment or setting in which the proposed change is to be implemented' [86]. Context consists of: |
 | • Culture manifests itself through the values, beliefs, and assumptions embedded in organizations and is reflected in 'the way things are done around here' [86]. |
 | • Leadership 'summarizes the nature of human relationships such that effective leadership gives rise to clear roles, effective teamwork, and effective organizational structures' [86]. |
 | • Evaluation includes performance monitoring and feedback at the individual, team, and system levels. |
Facilitation | A 'technique by which one person makes things easier for others' [60]. Facilitation models range from doing for others to enabling others. |
Organizational framework of innovation implementation | Â |
Management support | Managers' commitment to the implementation process, including investments in quality implementation policies and practices. |
Financial resource availability | The actual or potential resources that allow an organization or team adapt to, implement, and sustain change. |
Implementation policies and practices | '[T]he formal strategies (i.e., the policies) the organization uses to put the innovation into use and the actions that follow from those strategies (i.e., the practices)' [59]. |
Implementation climate | 'Employees' shared perceptions of the importance of innovation implementation within the organization' [87]. The extent to which employees view innovation use is 'rewarded, supported, and expected within their organization' [88]. |
Innovation-values fit | '[T]he perceived fit between the innovation and professional or organizational values, competencies and mission' [59]. |
Champions | 'Charismatic individuals with significant personal authority who identify with the innovation and throw their weight behind its adoption and implementation' [59]. |
The need for systems change* | Â |
Nature of knowledge | 'The way in which participants (individuals) in the system understand the nature and characteristics of the new piece of knowledge and accept it' [49]. |
Local autonomy | The extent to which individuals, team, and the unit involved 'can make informed, autonomous decisions about how they can use the new knowledge to improve outcomes' [49]. |
(Re)Negotiation | How individuals 'negotiate and renegotiate relations with others (individuals, teams, internal, external relations) in their system' [49]. |
Resources | How individuals 'attract necessary resources to sustain the changes/improvements in practice' [49]. Involvement of key stakeholders at various levels of the system is critical to controlling and attracting resources. |