Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in healthcare. study protocol

Kyratsis, Y., Ahmad, R. & Holmes, A. H. (2012). Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in healthcare. study protocol. Implementation Science, 7, p. 22. doi: 10.1186/1748-5908-7-22

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Abstract

We know that patient care can be improved by implementing evidence-based innovations and applying research findings linked to good practice. Successfully implementing innovations in complex organisations, such as the UK's National Health Service (NHS), is often challenging as multiple contextual dynamics mediate the process. Research studies have explored the challenges of introducing innovations into healthcare settings and have contributed to a better understanding of why potentially useful innovations are not always implemented in practice, even if backed by strong evidence. Mediating factors include health policy and health system influences, organisational factors, and individual and professional attitudes, including decision makers' perceptions of innovation evidence. There has been limited research on how different forms of evidence are accessed and utilised by organisational decision makers during innovation adoption. We also know little about how diverse healthcare professionals (clinicians, administrators) make sense of evidence and how this collective sensemaking mediates the uptake of innovations.

Item Type: Article
Uncontrolled Keywords: Evidence, Sensemaking, Innovation adoption, Infection prevention, Qualitative, National Health Service (NHS), Hospital, Implementation
Subjects: R Medicine > RA Public aspects of medicine
Divisions: School of Health Sciences > Healthcare Education Development Unit
URI: http://openaccess.city.ac.uk/id/eprint/4764

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