Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in health care. Health Serv Deliv Res 2014;2(6)

Posted on April 17, 2014. Filed under: Evidence Based Practice, Health Mgmt Policy Planning | Tags: , |

Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in health care. Health Serv Deliv Res 2014;2(6)

Kyratsis Y, Ahmad R, Hatzaras K, Iwami M, Holmes A..

Extract from the Abstract

“Background
Although innovation can improve patient care, implementing new ideas is often challenging. Previous research found that professional attitudes, shaped in part by health policies and organisational cultures, contribute to differing perceptions of innovation ‘evidence’. However, we still know little about how evidence is empirically accessed and used by organisational decision-makers when innovations are introduced.

Aims and objectives
We aimed to investigate the use of different sources and types of evidence in innovation decisions to answer the following questions: how do managers make sense of evidence? What role does evidence play in management decision-making when adopting and implementing innovations in health care? How do wider contextual conditions and intraorganisational capacity influence research use and application by health-care managers?”

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