Translating research into practice: speeding the adoption of innovative health care programs.

Authors:
  • DBDorothy Baker
    Dorothy Baker
  • MSMark Schlesinger
    Mark Schlesinger
  • SISharon K Inouye
    Sharon K Inouye
  • MBMichael C Barth
    Michael C Barth
  • KLKate L Lapane
    Kate L Lapane
  • DLDebra Lipson
    Debra Lipson
  • RSRobyn Stone
    Robyn Stone
  • MKMary Jane Koren
    Mary Jane Koren
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  • 1 July 2004
    • journal article
Abstract
For this study, the authors conducted case studies of four varied clinical programs to learn key factors influencing the diffusion and adoption of evidence-based innovations in health care. They found that the success and speed of the adoption/diffusion process depend on: the roles of senior management and clinical leadership; the generation of credible supportive data; an infrastructure dedicated to translating the innovation from research into practice; the extent to which changes in organizational culture are required; and the amount of coordination needed across departments or disciplines. The translation process also depends on the characteristics and resources of the adopting organization, and on the degree to which people believe that the innovation responds to immediate and significant pressures in their environment.