ArticlePrimary health care research & development2025
Diffusion of community heart failure service innovation in Northamptonshire, England: a qualitative study.
Article in Primary health care research & development, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper, 1 of them a synthesis that pooled it.
What it found
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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.
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Who cites it
1 citing paper in PubMed, 1 synthesis or guideline pooled it.
- Leadership strategies to foster innovation in healthcare organizations of the UK: a systematic review.BMC health services research · 2026Pooled it
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Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
introductionHeart failure is a complex disorder, that can require hospitalization and specialist care, which patients may experience challenges accessing. In Northamptonshire, an innovative approach to heart failure services was introduced to address these challenges. This study aimed to explore and understand the diffusion dynamics of the heart failure service in Northamptonshire, focusing on adoption and implementation determinants.
methodsThis qualitative study involved 11 in-depth interviews with four patients, two community carers, one general practitioner, one nurse, one programme director, and two interviews with a community cardiologist. The diffusion of innovation-guided inductive and deductive thematic analyses were used to identify themes and subthemes.
resultsThe community heart failure services incorporated community cardiology clinics and community asset groups. Implementation of these innovations was characterized by competent leadership, positive managerial relationships between community cardiologists, general practitioners, and third-sector professionals, a 'tension for change' to reduce hospital admissions, improve access, and dedicated funding ('slack resources'). The 'relative advantage' identified by both service providers and patients was access to specialist care closer to home, rehabilitation, education, and nutrition services. The heart failure innovation aligned with the organizational values of primary care and third-sector organizations, facilitating readiness for adoption and implementation. Challenges emerged from limited management accountabilities, such as inadequate administrative and information technology support, hindering the implementation.
conclusionThe heart failure innovation was perceived to improve care, navigating both facilitators and challenges. The diffusion of innovation theory highlighted the importance of governance and the performance of community heart failure services within a complex intervention context.
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