Building Organizational Readiness (Capacities x Motivation) for Implementation: A Research Synthesis of the Empirical Evidence
Readiness to implement an innovation (defined as a policy, program, or practice that is new to the organization) is necessary for quality implementation. By deliberately attempting to build readiness, there is potential to improve how programs implementation innovations. This article presents the results of a research synthesis that reviewed 1) how readiness has been addressed in the literature (e.g., are multiple subcomponents addressed in the same study?), 2) how changeable the different components (motivation, innovation-specific capacities, and general capacities) and sub-components of readiness are when deliberately targeted by supportive interventions (tools, training, technical assistance (TA), quality assurance and quality improvement (QA/QI)), and 3) the quality with which support strategies to address readiness are reported. Articles included in the synthesis generally reported targeting some, but not all, of the readiness subcomponents during implementation. Nearly all subcomponents can be increased, although there is variation in the quality of evidence supporting how changeable they are. However, there is little reported data about how well support strategies are implemented, which can inhibit the replication of specific techniques. These results can encourage support system providers who work with community-based organizations to think about how they can address and prioritize subcomponents of organizational readiness when adopting, implementing, and sustaining innovations.