Evidence map›Paper›PMID 39735213›Full record

ArticleFrontiers in health services2024

Organization Theory for Implementation Science (OTIS): reflections and recommendations.

Sarah A Birken, Jure Baloh, Michelle C Kegler, Terry T-K Huang, Matthew Lee, Prajakta Adsul, Grace Ryan, Alexandra Peluso, Cheyenne Wagi, Aliza Randazzo and 3 more

Abstract read
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In one paragraph

Article in Frontiers in health services, 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.

0numbers the graph read from it
0cells of the map it votes in
0citing papers in PubMed
–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

0 citing papers in PubMed.

No citing paper in PubMed yet.

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

13 authors.

Sarah A BirkenDepartment of Implementation Science, Wake Forest University School of Medicine, Winston-Salem, NC, United States.
Jure BalohDepartment of Health Policy and Management, College of Public Health, University of Arkansas for Medical Sciences, Little Rock, AR, United States.
Michelle C KeglerEmory Prevention Research Center, Rollins School of Public Health, Emory University, Atlanta, GA, United States.
Terry T-K HuangCenter for Systems and Community Design and NYU-CUNY Prevention Research Center, Graduate School of Public Health and Health Policy, City University of New York, New York, NY, United States.
Matthew LeeDepartment of Population Health, New York University Grossman School of Medicine, New York, NY, United States.
Prajakta AdsulComprehensive Cancer Center, Department of Internal Medicine, University of New Mexico, Albuquerque, NM, United States.
Grace RyanDepartment of Population and Quantitative Health Sciences, University of Massachusetts Chan Medical School, Worcester, MA, United States.
Alexandra PelusoDepartment of Implementation Science, Wake Forest University School of Medicine, Winston-Salem, NC, United States.
Cheyenne WagiDepartment of Implementation Science, Wake Forest University School of Medicine, Winston-Salem, NC, United States.
Aliza RandazzoDepartment of Implementation Science, Wake Forest University School of Medicine, Winston-Salem, NC, United States.
Megan A MullinsO'Donnell School of Public Health, Simmons Comprehensive Cancer Center, University of Texas Southwestern Medical Center, Dallas, TX, United States.
Kristin E MorrillLeCroy & Milligan Associates Inc., Tucson, AZ, United States.
Linda K KoDepartment of Health Systems and Population Health, School of Public Health, University of Washington, Seattle, WA, United States.

Funding

NCCDPHP CDC HHS U48 DP006400NCCDPHP CDC HHS U48 DP006848
6 · The paper itself

Abstract

Organizations exert influence on the implementation of evidence-based practices and other innovations that are independent of the influence of organizations' individual constituents. Despite their influence, nuanced explanations of organizations' influence remain limited in implementation science. Organization theories are uniquely suited to offer insights and explain organizational influences on implementation. In this paper, we describe the efforts of the Cancer Prevention and Control Research Network's (CPCRN) Organization Theory for Implementation Science (OTIS) workgroup to equip implementation scientists with theory-guided understanding of organizational influences on implementation. We provide a set of recommendations for future efforts to enhance implementation through the use of organization theories and OTIS tools.

Indexed as

frameworkhealthcareimplementation scienceorganization scienceorganization theory

Identifiers

PMID39735213
PMCPMC11671523

What OpenQuestion holds

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LicenceCC BY
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Registered trials

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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.