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Using organization theory to position middle-level managers as agents of evidence-based practice implementation
Middle-level managers (MLMs; i.e., healthcare professionals who may fill roles including obtaining and diffusing information, adapting information and the intervention, mediating between strategy and day-to-day activities, and selling intervention implementation) have been identified as having signi...
Autores principales: | , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
BioMed Central
2021
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8034157/ https://www.ncbi.nlm.nih.gov/pubmed/33836781 http://dx.doi.org/10.1186/s13012-021-01106-2 |
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author | Birken, Sarah A. Currie, Graeme |
author_facet | Birken, Sarah A. Currie, Graeme |
author_sort | Birken, Sarah A. |
collection | PubMed |
description | Middle-level managers (MLMs; i.e., healthcare professionals who may fill roles including obtaining and diffusing information, adapting information and the intervention, mediating between strategy and day-to-day activities, and selling intervention implementation) have been identified as having significant influence on evidence-based practice (EBP) implementation. We argue that understanding whether and how MLMs influence EBP implementation is aided by drawing upon organization theory. Organization theories propose strategies for increasing MLMs’ opportunities to facilitate implementation by optimizing their appreciation of constructs which we argue have heretofore been treated separately to the detriment of understanding and facilitating implementation: EBPs, context, and implementation strategies. Specifically, organization theory encourages us to delineate different types of MLMs and consider how generalist and hybrid MLMs make different contributions to EBP implementation. Organization theories also suggest that MLMs’ understanding of context allows them to adapt EBPs to promote implementation and effectiveness; MLMs’ potential vertical linking pin role may be supported by increasing MLMs’ interactions with external environment, helping them to understand strategic pressures and opportunities; and how lateral connections among MLMs have the potential to optimize their contribution to EBP implementation as a collective force. We end with recommendations for practice and future research. |
format | Online Article Text |
id | pubmed-8034157 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2021 |
publisher | BioMed Central |
record_format | MEDLINE/PubMed |
spelling | pubmed-80341572021-04-12 Using organization theory to position middle-level managers as agents of evidence-based practice implementation Birken, Sarah A. Currie, Graeme Implement Sci Commentary Middle-level managers (MLMs; i.e., healthcare professionals who may fill roles including obtaining and diffusing information, adapting information and the intervention, mediating between strategy and day-to-day activities, and selling intervention implementation) have been identified as having significant influence on evidence-based practice (EBP) implementation. We argue that understanding whether and how MLMs influence EBP implementation is aided by drawing upon organization theory. Organization theories propose strategies for increasing MLMs’ opportunities to facilitate implementation by optimizing their appreciation of constructs which we argue have heretofore been treated separately to the detriment of understanding and facilitating implementation: EBPs, context, and implementation strategies. Specifically, organization theory encourages us to delineate different types of MLMs and consider how generalist and hybrid MLMs make different contributions to EBP implementation. Organization theories also suggest that MLMs’ understanding of context allows them to adapt EBPs to promote implementation and effectiveness; MLMs’ potential vertical linking pin role may be supported by increasing MLMs’ interactions with external environment, helping them to understand strategic pressures and opportunities; and how lateral connections among MLMs have the potential to optimize their contribution to EBP implementation as a collective force. We end with recommendations for practice and future research. BioMed Central 2021-04-09 /pmc/articles/PMC8034157/ /pubmed/33836781 http://dx.doi.org/10.1186/s13012-021-01106-2 Text en © The Author(s) 2021 https://creativecommons.org/licenses/by/4.0/Open AccessThis article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ (https://creativecommons.org/licenses/by/4.0/) . The Creative Commons Public Domain Dedication waiver (http://creativecommons.org/publicdomain/zero/1.0/ (https://creativecommons.org/publicdomain/zero/1.0/) ) applies to the data made available in this article, unless otherwise stated in a credit line to the data. |
spellingShingle | Commentary Birken, Sarah A. Currie, Graeme Using organization theory to position middle-level managers as agents of evidence-based practice implementation |
title | Using organization theory to position middle-level managers as agents of evidence-based practice implementation |
title_full | Using organization theory to position middle-level managers as agents of evidence-based practice implementation |
title_fullStr | Using organization theory to position middle-level managers as agents of evidence-based practice implementation |
title_full_unstemmed | Using organization theory to position middle-level managers as agents of evidence-based practice implementation |
title_short | Using organization theory to position middle-level managers as agents of evidence-based practice implementation |
title_sort | using organization theory to position middle-level managers as agents of evidence-based practice implementation |
topic | Commentary |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8034157/ https://www.ncbi.nlm.nih.gov/pubmed/33836781 http://dx.doi.org/10.1186/s13012-021-01106-2 |
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