Table 5 Synthesis of themes and factors found in sustainability frameworks/models/theories for acute care (n = 8)
Theme/concept | Core factors | Unspecified setting Fwks | Acute care Fwks | ||||||
|---|---|---|---|---|---|---|---|---|---|
1 | 2 | 3 | 5 | 6 | 4 | 7 | 8 | ||
Innovation (defined as: new process/change/product/practice or program, innovation, intervention) | *Relevance/consistent with competitive strategy | ✓ | ✓ | ✓ | ✓ | ||||
*Characteristics (scale, shape and form, age, nature, type, integrity) | ✓ | ✓ | ✓ | ✓ | |||||
*Perceived centrality to organizational performance/platform/services | ✓ | ✓ | ✓ | ✓ | |||||
Fit with org’s vision/mission, procedures/strategies | ✓ | ✓ | ✓ | ||||||
Adaptability of innovation | ✓ | ✓ | ✓ | ||||||
*Benefits to patient, staff, organization (cost-effective, efficiency and quality of care) | ✓ | ✓ | ✓ | ✓ | ✓ | ||||
Barrier identification | ✓ | ||||||||
Adopters (defined as staff, stakeholder, user, adopter, actor, and or individual) | Human resources - recruitment, processes, succession and leave planning (staffing) | ✓ | ✓ | ||||||
*Individual commitment to innovation | ✓ | ✓ | ✓ | ✓ | |||||
*Individual competency (skill knowledge, absorptive capacity) to perform innovation | ✓ | ✓ | ✓ | ✓ | ✓ | ||||
Internal cohesion between individual and commitment within the organization/stakeholder engagement leads to increased performance | ✓ | ✓ | ✓ | ||||||
Stakeholder commitment to innovation | ✓ | ✓ | ✓ | ||||||
Stakeholder beliefs, attitude, perceptions, emotions, expectations towards innovation | ✓ | ✓ | ✓ | ||||||
Champion presence and involvement | ✓ | ✓ | |||||||
Leadership and management (defined as style, approach, behaviors, engagement support, or feedback) | *Management approach and engagement | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ||
*Senior leadership involvement and actions | ✓ | ✓ | ✓ | ✓ | |||||
Inner context (defined as context, practice setting or organization) | *Infrastructure support—policies and procedures based on innovation | ✓ | ✓ | ✓ | ✓ | ||||
Infrastructure support for innovation in the job description with the mechanism for recognizing achievement | ✓ | ✓ | ✓ | ||||||
*Infrastructure support-equipment and supplies for innovation | ✓ | ✓ | ✓ | ✓ | |||||
Organization—absorptive capacity for innovation | ✓ | ✓ | |||||||
Cultural—beliefs, values, and perceptions to innov | ✓ | ✓ | |||||||
*Cultural—climate | ✓ | ✓ | ✓ | ✓ | |||||
Cultural—innovation integrated into Norms (documents, protocols, manuals) | ✓ | ✓ | |||||||
Political internal stakeholder coalition, power, influence | ✓ | ✓ | ✓ | ||||||
Financial performance budgeting and measurement | ✓ | ✓ | |||||||
Financial-internal funds and other non-financial resources of innovation | ✓ | ✓ | |||||||
Inner processes (defined as processes, methods, systems, structures, or strategies) | *Education and training processes | ✓ | ✓ | ✓ | ✓ | ✓ | |||
Processual—planning, method, and timing of embedding innovation | ✓ | ✓ | ✓ | ||||||
*Processual—project structure and system to monitor/manage innovation | ✓ | ✓ | ✓ | ✓ | ✓ | ||||
*Organization—communication capacity for monitoring (exchange and feedback) | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ||
Behavioral change strategies | ✓ | ||||||||
Outer context (defined as external condition, context, system, or environment) | Socio-economic political threats, stability | ✓ | ✓ | ✓ | |||||
*External conditions, compatibility for innovation | ✓ | ✓ | ✓ | ✓ | |||||
Connection to broader external context | ✓ | ✓ | ✓ | ||||||
External support for innovation from stakeholders | ✓ | ✓ | ✓ | ||||||
*Political—policy, legislation, and interests | ✓ | ✓ | ✓ | ✓ | |||||
Financial-internal funds and other non-financial resources of innovation | ✓ | ||||||||
Outcomes (defined as outcomes, teamwork behaviors, consequences, or continuation of benefits) | No factors explicitly defined in frameworks for this concept | ✓ | ✓ | ✓ | ✓ | ||||