Evidence map›Paper›PMID 25608564›Full record

ArticleBMC health services research2015

Determining the predictors of innovation implementation in healthcare: a quantitative analysis of implementation effectiveness.

Sara R Jacobs, Bryan J Weiner, Bryce B Reeve, David A Hofmann, Michael Christian, Morris Weinberger

Abstract read
In one paragraph

Article in BMC health services research, 2015. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 67 papers, 2 of them syntheses that pooled it.

0numbers the graph read from it
0cells of the map it votes in
67citing papers in PubMed, 2 pooled it
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

67 citing papers in PubMed, 2 syntheses or guidelines pooled it.

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  18. Project ECHOBMC health services research · 2024
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  20. Addressing Disparities in Acute Stroke Management and Prognosis.Journal of the American Heart Association · 2024
    Review

7 more citing papers are in PubMed but not listed here.

4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

6 authors.

Sara R JacobsPublic Health Research Division, RTI International, 3040 East Cornwallis Road, Post Office Box 12194, Research Triangle Park, NC, 27709-2194, USA. sjacobs@rti.org.
Bryan J WeinerDepartment of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA. weiner@email.unc.edu.
Bryce B ReeveDepartment of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA. bbreeve@email.unc.edu.
David A HofmannDepartment of Organizational Behavior, Kenan-Flagler Business School, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA. bbreeve@email.unc.edu.
Michael ChristianDepartment of Organizational Behavior, Kenan-Flagler Business School, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA. Mike_Christian@kenan-flagler.unc.edu.
Morris WeinbergerDepartment of Health Policy and Management, Gillings School of Global Public Health, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA. mweinber@email.unc.edu.

Funding

Cancer Training GrantR25CA116339 · NCI · UNIV OF NORTH CAROLINA CHAPEL HILL · PI BASCH, ETHAN M., REEVE, BRYCE B · 2008 to 2017
$4.0M
Implementing Systemic Interventions to Close the Discovery-Delivery GapR01CA124402 · NCI · UNIV OF NORTH CAROLINA CHAPEL HILL · PI WEINER, BRYAN J. · 2007 to 2012
$2.8M
NCI NIH HHS R01 CA124402NCI NIH HHS R01CA124402NCI NIH HHS R25 CA116339NCI NIH HHS R25CA116339
6 · The paper itself

Abstract

backgroundThe failure rates for implementing complex innovations in healthcare organizations are high. Estimates range from 30% to 90% depending on the scope of the organizational change involved, the definition of failure, and the criteria to judge it. The innovation implementation framework offers a promising approach to examine the organizational factors that determine effective implementation. To date, the utility of this framework in a healthcare setting has been limited to qualitative studies and/or group level analyses. Therefore, the goal of this study was to quantitatively examine this framework among individual participants in the National Cancer Institute's Community Clinical Oncology Program using structural equation modeling.

methodsWe examined the innovation implementation framework using structural equation modeling (SEM) among 481 physician participants in the National Cancer Institute's Community Clinical Oncology Program (CCOP). The data sources included the CCOP Annual Progress Reports, surveys of CCOP physician participants and administrators, and the American Medical Association Physician Masterfile.

resultsOverall the final model fit well. Our results demonstrated that not only did perceptions of implementation climate have a statistically significant direct effect on implementation effectiveness, but physicians' perceptions of implementation climate also mediated the relationship between organizational implementation policies and practices (IPP) and enrollment (p <0.05). In addition, physician factors such as CCOP PI status, age, radiological oncologists, and non-oncologist specialists significantly influenced enrollment as well as CCOP organizational size and structure, which had indirect effects on implementation effectiveness through IPP and implementation climate.

conclusionsOverall, our results quantitatively confirmed the main relationship postulated in the innovation implementation framework between IPP, implementation climate, and implementation effectiveness among individual physicians. This finding is important, as although the model has been discussed within healthcare organizations before, the studies have been predominately qualitative in nature and/or at the organizational level. In addition, our findings have practical applications. Managers looking to increase implementation effectiveness of an innovation should focus on creating an environment that physicians perceive as encouraging implementation. In addition, managers should consider instituting specific organizational IPP aimed at increasing positive perceptions of implementation climate. For example, IPP should include specific expectations, support, and rewards for innovation use.

Indexed as

AdultAttitude of Health PersonnelCross-Sectional StudiesData Interpretation, StatisticalEfficiency, OrganizationalFemaleForecastingHumansMaleMiddle AgedNational Cancer Institute (U.S.)Oncology Service, HospitalOrganizational InnovationPhysiciansQualitative ResearchUnited States

Identifiers

PMID25608564
PMCPMC4307151

What OpenQuestion holds

Textmetadata
LicenceCC BY
Read underepoch 390

Registered trials

None linked

Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.