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Table 4 Summary of CMOs

From: Collective action for implementation: a realist evaluation of organisational collaboration in healthcare

Conceptual, cognitive and physical positioning of stakeholders at micro, meso and macro levels led to individual, group and CLAHRC interpretations of collaborative action, which resulted in setting and sustaining a particular direction of travel or path dependency, including approach to implementation.
CLAHRCs’ governance arrangements including both structures and processes between people, places, ideology and activity prompted different opportunities for connectivity which impacted on the potential for productive relationships and interactions for collaborative action around implementation.
Positioning and availability of resources, including funding for implementation, roles, opportunities, and tools prompted facilitation resulting in a range of impacts including engagement, capability and capacity building, improved care processes and patient outcomes and personal benefits.
Stakeholder agendas and competing drivers prompted different motivations to engage resulting in a variety of understandings about CLAHRC goals and outcomes.
A CLAHRC’s receptiveness to evaluation and learning led to review and reflection, which results in adaption and refinement.