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Related Experiment Video

Updated: Apr 20, 2026

Evidence-based Knowledge Synthesis and Hypothesis Validation: Navigating Biomedical Knowledge Bases via Explainable AI and Agentic Systems
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What if implementation is not the problem? Exploring the missing links between knowledge and action.

Sara A Kreindler1,2

  • 1Winnipeg Regional Health Authority, Winnipeg, Canada.

The International Journal of Health Planning and Management
|November 27, 2014
PubMed
Summary
This summary is machine-generated.

Organizations struggle with implementation not due to lack of knowledge or capacity, but a failure to operationalize high-level insights into concrete actions. Improving decision-making is key for effective knowledge translation.

Keywords:
Canadahealth services administrationimplementationknowledge translationorganizational decision-making

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Area of Science:

  • Health Services Research
  • Organizational Behavior
  • Knowledge Translation

Background:

  • Many organizations face persistent implementation challenges despite available knowledge.
  • Existing research often overlooks the critical operationalization phase.

Purpose of the Study:

  • To identify the root cause of intractable implementation difficulties in a Canadian health region.
  • To examine the gap between high-level knowledge and actionable, micro-level decision-making.

Main Methods:

  • Analysis of a 7-year corpus of reports from a regional "embedded" research and evaluation unit.
  • Qualitative assessment of decision-making processes and knowledge utilization.

Main Results:

  • Organizations possess knowledge and capacity but fail to make high-level knowledge actionable.
  • Decision-making at the micro-level leads to piecemeal actions, disconnected from system-level knowledge.
  • The "operationalization" phase, linking knowledge to concrete actions, is inadequately addressed.

Conclusions:

  • Implementation problems stem from a breakdown in operationalization, not knowledge or capacity deficits.
  • Knowledge translation efforts must expand to improve organizational decision-making processes.
  • Focusing solely on knowledge infusion without addressing the process is ineffective.