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Applying Theory to Explain the Influence of Factors External to an Organization on the Implementation of an Evidence-Based Intervention

Despite its widely acknowledged influence on implementation, limited research has been done on how the external environment (i.e., outer setting) determines when organizations adopt and implement new interventions. Determinant frameworks identify several outer setting-level factors such as funding s...

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Autores principales: Leeman, Jennifer, Wangen, Mary, Kegler, Michelle, Lee, Matthew, O'Leary, Meghan C., Ko, Linda K., Fernández, María E., Birken, Sarah A.
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2022
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10012829/
https://www.ncbi.nlm.nih.gov/pubmed/36925840
http://dx.doi.org/10.3389/frhs.2022.889786
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author Leeman, Jennifer
Wangen, Mary
Kegler, Michelle
Lee, Matthew
O'Leary, Meghan C.
Ko, Linda K.
Fernández, María E.
Birken, Sarah A.
author_facet Leeman, Jennifer
Wangen, Mary
Kegler, Michelle
Lee, Matthew
O'Leary, Meghan C.
Ko, Linda K.
Fernández, María E.
Birken, Sarah A.
author_sort Leeman, Jennifer
collection PubMed
description Despite its widely acknowledged influence on implementation, limited research has been done on how the external environment (i.e., outer setting) determines when organizations adopt and implement new interventions. Determinant frameworks identify several outer setting-level factors such as funding streams, inter-organizational relationships, and peer pressure. However, these frameworks do not explain how or why outer-setting factors influence implementation. To advance research in this area, we argue for the importance of deriving theory-based propositions from organization theory to explain how outer setting factors influence organizations. Drawing on the work of the Organization Theory in Implementation Science (OTIS) project, we identified 20 propositions from five classic organization theories—Complexity Theory, Contingency Theory, Institutional Theory, Resource Dependence Theory, and Transaction Cost Economics. We then applied those propositions to hypothesize relationships among outer setting factors, implementation strategies, and implementation outcomes in five case studies of evidenced-based tobacco control interventions. The five case studies address the implementation of smoke-free policies, community health worker-led tobacco education and cessation programs, 5 A's (Ask, Advise, Assess, Assist, and Arrange), point-of-sale tobacco marketing policy interventions, and quitlines. The case studies illustrate how propositions may be used to guide the selection and testing of implementation strategies. Organization theories provide a menu of propositions that offer guidance for selecting and optimizing high-leverage implementation strategies that target factors at the level of outer setting. Furthermore, these propositions suggest testable hypotheses regarding the mechanisms underlying the influence of outer-setting factors on how and why organizations adopt and implement interventions.
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spelling pubmed-100128292023-03-15 Applying Theory to Explain the Influence of Factors External to an Organization on the Implementation of an Evidence-Based Intervention Leeman, Jennifer Wangen, Mary Kegler, Michelle Lee, Matthew O'Leary, Meghan C. Ko, Linda K. Fernández, María E. Birken, Sarah A. Front Health Serv Health Services Despite its widely acknowledged influence on implementation, limited research has been done on how the external environment (i.e., outer setting) determines when organizations adopt and implement new interventions. Determinant frameworks identify several outer setting-level factors such as funding streams, inter-organizational relationships, and peer pressure. However, these frameworks do not explain how or why outer-setting factors influence implementation. To advance research in this area, we argue for the importance of deriving theory-based propositions from organization theory to explain how outer setting factors influence organizations. Drawing on the work of the Organization Theory in Implementation Science (OTIS) project, we identified 20 propositions from five classic organization theories—Complexity Theory, Contingency Theory, Institutional Theory, Resource Dependence Theory, and Transaction Cost Economics. We then applied those propositions to hypothesize relationships among outer setting factors, implementation strategies, and implementation outcomes in five case studies of evidenced-based tobacco control interventions. The five case studies address the implementation of smoke-free policies, community health worker-led tobacco education and cessation programs, 5 A's (Ask, Advise, Assess, Assist, and Arrange), point-of-sale tobacco marketing policy interventions, and quitlines. The case studies illustrate how propositions may be used to guide the selection and testing of implementation strategies. Organization theories provide a menu of propositions that offer guidance for selecting and optimizing high-leverage implementation strategies that target factors at the level of outer setting. Furthermore, these propositions suggest testable hypotheses regarding the mechanisms underlying the influence of outer-setting factors on how and why organizations adopt and implement interventions. Frontiers Media S.A. 2022-05-26 /pmc/articles/PMC10012829/ /pubmed/36925840 http://dx.doi.org/10.3389/frhs.2022.889786 Text en Copyright © 2022 Leeman, Wangen, Kegler, Lee, O'Leary, Ko, Fernández and Birken. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Health Services
Leeman, Jennifer
Wangen, Mary
Kegler, Michelle
Lee, Matthew
O'Leary, Meghan C.
Ko, Linda K.
Fernández, María E.
Birken, Sarah A.
Applying Theory to Explain the Influence of Factors External to an Organization on the Implementation of an Evidence-Based Intervention
title Applying Theory to Explain the Influence of Factors External to an Organization on the Implementation of an Evidence-Based Intervention
title_full Applying Theory to Explain the Influence of Factors External to an Organization on the Implementation of an Evidence-Based Intervention
title_fullStr Applying Theory to Explain the Influence of Factors External to an Organization on the Implementation of an Evidence-Based Intervention
title_full_unstemmed Applying Theory to Explain the Influence of Factors External to an Organization on the Implementation of an Evidence-Based Intervention
title_short Applying Theory to Explain the Influence of Factors External to an Organization on the Implementation of an Evidence-Based Intervention
title_sort applying theory to explain the influence of factors external to an organization on the implementation of an evidence-based intervention
topic Health Services
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10012829/
https://www.ncbi.nlm.nih.gov/pubmed/36925840
http://dx.doi.org/10.3389/frhs.2022.889786
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