Implementation Theory

2020 ◽  
pp. 349-369
Author(s):  
Luis C. Corchón
Keyword(s):  
Implementation Theory

scholarly journals Understanding the implementation of evidence-informed policies and practices from a policy perspective: a critical interpretive synthesis

2020 ◽  
Author(s):  
Heather L Bullock ◽  
John N Lavis ◽  
Michael G Wilson ◽  
Gillian Mulvale ◽  
Ashleigh Miatello
Keyword(s):  
Grey Literature ◽  
Synthesis Method ◽  
Empirical Work ◽  
Implementation Process ◽  
Empirical Literature ◽  
Implementation Theory ◽  
Policy Perspective ◽  
Implementation Processes ◽  
Critical Interpretive Synthesis ◽  
Way Of Thinking

Abstract Background: The fields of implementation science and knowledge translation have evolved somewhat independently from the field of policy implementation research, despite calls for better integration. As a result, implementation theory and empirical work do not often reflect the implementation experience from a policy lens nor benefit from the scholarship in all three fields. This means policymakers, researchers and practitioners may find it challenging to draw from theory that adequately reflects their implementation efforts.Methods: We developed an integrated theoretical framework of the implementation process from a policy perspective by combining findings from these fields using the critical interpretive synthesis method. We began with the compass question: how is policy currently described in implementation theory and processes and what aspects of policy are important for implementation success? We then searched 12 databases as well as grey literature and supplemented these documents with other sources to fill conceptual gaps. Using a grounded and interpretive approach to analysis, we built the framework constructs, drawing largely from the theoretical literature and then tested and refined the framework using empirical literature.Results: A total of 11,434 documents were retrieved and assessed for eligibility and 35 additional documents were identified through other sources. Eighty-six unique documents were ultimately included in the analysis. Our findings indicate that policy is described as: 1) the context; 2) a focusing lens; 3) the innovation itself; 4) a lever of influence; 5) an enabler/facilitator or barrier; or 6) an outcome. Policy actors were also identified as important participants or leaders of implementation. Our analysis led to the development of a two-part conceptual framework, including process and determinant components. Conclusions: This framework begins to bridge the divide between disciplines and offers a new way of thinking about implementation processes at the systems level. It offers researchers, policymakers and implementers with a new way of thinking about implementation and can be used for planning or evaluating implementation efforts.

Meccanismi e valutazione: un confronto tra approcci

2009 ◽  
pp. 27-51
Author(s):  
Ferruccio Biolcati Rinaldi
Keyword(s):  
Key Words ◽  
Bounded Rationality ◽  
Program Theory ◽  
Implementation Theory ◽  
Evaluation Theory ◽  
Realistic Evaluation ◽  
Similarities And Differences ◽  
Evaluation Mechanism

- The paper introduces theory-oriented evaluation, a set of approaches that argue for a stronger role of theory in evaluation. Theory-oriented evaluation criticizes mainstream objectives-inputs-outputs evaluation for poor contribution to knowledge cumulation due according to these authors - to the overwhelming role played by method. The paper develops a comparison between the two most influential approaches in theory-oriented evaluation, i.e. Carol Weiss' theory-based evaluation and its concepts of program theory and implementation theory, and realistic evaluation by Ray Pawson and Nick Tilley, based on the concepts of context, mechanism and outcome. For each of them principal features and problems will be discussed; moreover, a strict comparison will be worked out to define similarities and differences.Key words: theory-based evaluation, realistic evaluation, mechanism, context, implementation, perfect and bounded rationalityParole chiave: valutazione basata sulla teoria, valutazione realistica, meccanismo, contesto, implementazione, razionalitŕ assoluta e limitata

A protocol for evaluating a multi-level implementation theory to scale up obstetric triage in referral hospitals in Ghana

2020 ◽  
Author(s):  
Caitlin Rain Williams ◽  
Stephanie Bogdewic ◽  
Medge Owen ◽  
Emmanuel K. Srofe ◽  
Rohit Ramaswamy
Keyword(s):  
Mixed Methods ◽  
Scale Up ◽  
Implementation Strategies ◽  
Clinical Intervention ◽  
Interactive Systems ◽  
Interactive Systems Framework ◽  
Implementation Theory ◽  
Care Plans ◽  
Implementation Approach ◽  
Multi Level

Abstract Background: Ghana significantly reduced maternal and newborn mortality between 1990 and 2015, largely through efforts focused on improving access to care. Yet achieving further progress requires improving the quality and timeliness of care. Beginning in 2013, Ghana Health Service and Kybele, a US-based non-governmental organization, developed an innovative obstetric triage system to help midwives assess, diagnosis, and determine appropriate care plans more quickly and accurately. In 2019, efforts began to scale this successful intervention into six additional hospitals. This protocol describes the theory-based implementation approach guiding scale-up and presents the proposed mixed-methods evaluation plan. Methods: An implementation theory was developed to describe how complementary implementation strategies would be bundled into a multi-level implementation approach. Drawing on the Interactive Systems Framework and Evidenced Based System for Implementation Support, the proposed implementation approach is designed to help individual facilities develop implementation capacity and also build a learning network across facilities to support the implementation of evidence-based interventions.A convergent design mixed methods approach will be used to evaluate implementation with relevant data drawn from tailored assessments, routinely collected process and quality monitoring data, textual analysis of relevant documents and WhatsApp group messages, and key informant interviews. Implementation outcomes of interest are acceptability, adoption, and sustainability.Discussion: The past decade has seen a rapid growth in the development of frameworks, models, and theories of implementation, yet there remains little guidance on how to use these to operationalize implementation practice. This study proposes one method for using implementation theory, paired with other kinds of mid-level and program theory, to guide the replication and evaluation of a clinical intervention in a complex, real-world setting. The results of this study should help to provide evidence of how implementation theory can be used to help close the “know-do” gap.

scholarly journals The translational diamond: robust translation of magic concept in public organizations

2019 ◽  
Vol 15 (2) ◽  
pp. 94-112 ◽  
Author(s):  
Tina Ollgaard Bentzen
Keyword(s):  
Institutional Theory ◽  
Conceptual Model ◽  
Public Organizations ◽  
Leadership Theory ◽  
Current Status ◽  
Organizational Practice ◽  
Implementation Theory ◽  
Content Type ◽  
Four Dimensions ◽  
Public Leaders

Purpose Public organizations are constantly offered new ideas and concepts that involve a substantial investment of resources when it comes to translating them into organizational practice. An especially powerful group of such concepts in the discourse of organizations comprises so-called “magic concepts” that both pose opportunities and challenges for public leaders trying to translate them. Although critical discussion about the value of popular concepts has been intense in existing research, there is still little knowledge about the factors that determine why some magic concepts have a pervasive influence, while others quickly go out of fashion and leave little trace in organizational practice. The paper aims to discuss these issues. Design/methodology/approach By combining insights from public leadership theory, implementation theory, institutional theory and organizational psychology, this paper outlines four dimensions that are central to the robustness of the organizational translation of magic concepts. The paper develops a conceptual model labeled “The Translational Diamond,” which suggests that the robust translation of organizational concepts depends on the level of both strategic and local anchoring, as well as the interplay between reflection and experimentation in the translation process. The Translational Diamond is applied in two embedded case studies, which offer insight into the variance between two organizational departments attempting to translate the same magic concept. Findings A central argument in the “translational diamond” is that bigger, balanced diamonds reflect more robust translations than smaller, warped diamonds. The results support this assumption. Although the translation of trust involves challenges in both departments, there are much more severe difficulties in the social department, which is characterized by a notably smaller and much more warped diamond than the health and care department. Research limitations/implications While this paper argues that strategic and local anchoring and the interplay between reflection and experimentation play a crucial role in the translation of magic concepts, there may be other factors at stake in the process. For example, Røvik argues that the skill of the individual translators engaged in the process is important for creating a robust translation (Røvik, 2007). In addition, magic concepts are potentially involved in a power battle with other magic concepts that are constantly competing for organizational attention (Hood, 2005). Such power dynamics may substantially influence actors’ engagement in translation, but are not within the scope of this paper. Practical implications For public leaders, the translational diamond may serve as a conceptual framework that can spur their understanding of, and reflection about, how to support the translation of magic concepts in their organization. For example, archetypically warped diamonds can illustrate the problems that might occur if translation is not sufficiently anchored in all four dimensions. Translating organizational concepts involves respect for the inherent dilemmas of securing a balance between strategic and local perspectives, as well as the strengths of securing feedback loops between reflection and experimentation. These dimensions will not necessarily be equally balanced at all times in the process of translating magic concepts. The conceptual model of the translational diamond may help leaders to understand the current status of a translation and guide them in their endeavor to support a better balance. Originality/value While symbolic change may serve other organizational purposes than effectiveness, this paper addresses the under-studied question of how organizational concepts are translated robustly into practice. The originality of the “translational diamond” is its focus on “how” rather than “whether” the translation of magic concepts should be attempted. In addition, the diamond’s integration of theoretical constructs from leadership theory, implementation theory, institutional theory and organizational theory offers a more nuanced understanding of central dimensions impacting organizational translation at a practical level.

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