Comment on "Diffusion of innovations in service organizations: systematic review and recommendations".
ABSTRACT This article summarizes an extensive literature review addressing the question, How can we spread and sustain innovations in health service delivery and or- ganization? It considers both content (defining and measuring the diffusion of innovation in organizations) and process (reviewing the literature in a sys- tematic and reproducible way). This article discusses (1) a parsimonious and evidence-based model for considering the diffusion of innovations in health service organizations, (2) clear knowledge gaps where further research should be focused, and (3) a robust and transferable methodology for systematically re- viewing health service policy and management. Both the model and the method should be tested more widely in a range of contexts.
Full-textDOI: · Available from: Mary Jo Pugh, Sep 01, 2015
- SourceAvailable from: Courtney Cronley
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- "One common cause of unsuccessful technology implementation is an overemphasis on technical factors rather than on organizational and personal factors (Cybluski, Zantinge, and Abbott-McNeil, 2006; Dhillon and Backhouse, 1996; Greenhalgh et al., 2004; Herie and Martin, 2002; Keddie and Jones, 2005; Lorenzi and Riley, 2003; Lorenzi and Riley, 2000). Dhillon and Backhouse describe technology utilization as a continual interplay among three systems: the technical process, the formal structure, and the informal structure. "
ABSTRACT: This study explored how homeless-services providers are implementing homeless management information systems (HMIS) using an integrated theory base of innovation diffusion, sociotechnical systems, and organizational culture. Data were collected in 2 states from 24 homeless-services providers and 142 staff members. Cross-level relationships were analyzed using generalized hierarchical linear modeling. Results revealed striking disparities in HMIS use. In some organizations, many staff members accessed the system regularly, while in others, very few ever used the HMIS. The study found an association between organizational culture and HMIS use, which was moderated by gender. In organizations reporting higher levels of organizational proficiency, male staff members showed increased use of HMIS. Moreover, the homeless-services providers in this sample reported higher levels of organizational rigidity and resistance compared with a national normed sample of children’s mental health providers. The current study’s findings suggest that organizational context is critical to successful technology innovation diffusion. The study recommends that policymakers make efforts to alter both the organizational context and the technology to maximize the success of resources like HMIS.04/2011; DOI:10.2139/ssrn.1808948
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- "The main characteristics of innovations likely to be implemented (Rogers, 1995) include relative advantage, that is, innovations that have clear, unambiguous advantage in either effectiveness or cost-effectiveness are more likely to be implemented (Greenhalgh et al., 2004; Miller, 2001); compatibility, that is, innovations that are compatible with organizational or professional values, norms, and ways of working are more likely to be implemented (Greenhalgh et al., 2004; Rogers, 1995); and complexity, that is, innovations at the organizational level that are perceived by adopters as simple to understand, with few response barriers, are more likely to be implemented (Greenhalgh et al., 2004; Miller, 2001). "
ABSTRACT: Most HIV-prevention funding agencies require the use of evidence-based behavioral interventions, tested and proven to be effective through outcome evaluation. Adaptation of programs during implementation is common and may be influenced by many factors, including agency mission, time constraints, and funding streams. There are few theoretical frameworks to understand how these organizational and program-related factors influence the level of adaptation. This study used constructs from both Rogers's diffusion theory and Rütten's framework for policy analysis to create a conceptual framework that identifies determinants hypothesized to affect the level of adaptation. Preliminary measures of these constructs were also developed. This framework and its measures assess organizational and program-related factors associated with adaptation and could serve as a model to assess implementation and adaptation in fields outside of HIV prevention.Health Education & Behavior 11/2010; 37(6):815-30. DOI:10.1177/1090198110366002 · 1.54 Impact Factor
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- "We considered evidence related to concepts such as well-functioning IPHC teams and related contextual factors. Over the past decade, scholars have identified multiple historical, political, economic, and social contextual challenges within a complex health and broader public service system that are associated with well-functioning collaborative interprofessional community-based teams (Scott et al., 2000; Alexander et al., 2003; Greenhalgh et al., 2004; Arevian, 2005; Watson and Wong, 2005; Table 1 Factors related to interprofessional PHC team collaborations arising from literature review "
ABSTRACT: Primary health care (PHC) plays a pivotal role in health system reform locally and globally. The use of well functioning interprofessional primary health care (IPHC) teams is recognized as a key strategy in widespread health system reform across global, national, and provincial jurisdictions. IPHC teams contribute to the improvement of the health and well being of the population. These teams engage in issues that are a priority for citizens, such as: providing good evidence-based care; supporting the efforts of individuals, families, and communities in leading healthy lives; actively and deliberatively involving citizens in decisions affecting their health and health care system; and addressing the systemic social, economic, and political causes of health disparities, such as poverty, violence, and rural isolation. Many jurisdictions have begun to experiment with and implement major changes in the delivery of PHC. This has required that health care managers and practitioners reconsider the ways in which they have traditionally worked. However, although many innovative PHC services were developed, the notion of how to best develop and sustain the service delivery team itself and within what contexts could have used more deliberate attention. There are no documented best practices for rural IPHC team development and sustainability in the scholarly literature. This paper presents the results of a literature review, including the empirical and conceptual evidence regarding team development, team sustainability, and the role of rural context in IPHC team development. An argument for advancing PHC research that focuses on rural IPHC team development and sustainability is posited.Primary Health Care Research & Development 09/2010; 11(04):301 - 314. DOI:10.1017/S1463423610000125