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The Participant-Reported Implementation Update and Score PRIUS: A Novel Method for Capturing Implementation-Related Data Over Time
Published on: February 19, 2021
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Organizational theory for dissemination and implementation research.
Sarah A Birken1, Alicia C Bunger2, Byron J Powell3
1Department of Health Policy and Management, Gillings School of Global Public Health, The University of North Carolina at Chapel Hill, 1103E McGavran-Greenberg, 135 Dauer Drive, Campus Box 7411, Chapel Hill, NC, 27599-7411, USA. birken@unc.edu.
Implementation Science : IS
|May 14, 2017
Summary
Organizational theories can explain how external environmental changes impact implementation success. Applying these theories helps design better implementation strategies for evidence-based practices.
Area of Science:
- Implementation Science
- Organizational Theory
- Public Health
Background:
- Implementation of evidence-based practices can be hindered by external organizational changes (e.g., funding, legislation, technology).
- Existing implementation frameworks often lack nuanced explanations of how external environments influence success.
- Organizational theories provide a largely untapped resource for understanding the complex interaction between organizations and their environments.
Purpose of the Study:
- To demonstrate the utility of organizational theories for implementation research.
- To apply established organizational theories to understand the implementation of an evidence-based practice.
Main Methods:
- Applied four organizational theories: institutional theory, transaction cost economics, contingency theories, and resource dependency theory.
- Utilized published descriptions of efforts to implement SafeCare, an evidence-based practice for preventing child abuse and neglect.
- Retrospectively analyzed implementation using the chosen organizational theories.
Main Results:
- Transaction cost economics explained inefficiencies in contracting for SafeCare.
- Institutional theory highlighted stakeholder expectations influencing SafeCare adoption.
- Contingency theories showed how interagency teams facilitated adaptation; RDT explained how interagency relationships balanced autonomy and dependence.
Conclusions:
- Organizational theories offer valuable explanations for implementation dynamics.
- Advocates for proactive use of organizational theories in designing implementation research and strategies.
- Suggests implications for implementation strategies, evaluation, measurement, research design, theory, and practice.
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