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Organizational impact of evidence-informed decision making training initiatives : a case study comparison of two approaches
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Champagne, François, Lemieux-Charles, Louise, Duranceau, Marie-France, MacKean, Gail and Reay, Patricia (2014) Organizational impact of evidence-informed decision making training initiatives : a case study comparison of two approaches. Implementation Science, 9 (1). 53. doi:10.1186/1748-5908-9-53 ISSN 1748-5908.
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Official URL: http://dx.doi.org/10.1186/1748-5908-9-53
Abstract
Background
The impact of efforts by healthcare organizations to enhance the use of evidence to improve organizational processes through training programs has seldom been assessed. We therefore endeavored to assess whether and how the training of mid- and senior-level healthcare managers could lead to organizational change.
Methods
We conducted a theory-driven evaluation of the organizational impact of healthcare leaders’ participation in two training programs using a logic model based on Nonaka’s theory of knowledge conversion. We analyzed six case studies nested within the two programs using three embedded units of analysis (individual, group and organization). Interviews were conducted during intensive one-week data collection site visits. A total of 84 people were interviewed.
Results
We found that the impact of training could primarily be felt in trainees’ immediate work environments. The conversion of attitudes was found to be easier to achieve than the conversion of skills. Our results show that, although socialization and externalization were common in all cases, a lack of combination impeded the conversion of skills. We also identified several individual, organizational and program design factors that facilitated and/or impeded the dissemination of the attitudes and skills gained by trainees to other organizational members.
Conclusions
Our theory-driven evaluation showed that factors before, during and after training can influence the extent of skills and knowledge transfer. Our evaluation went further than previous research by revealing the influence—both positive and negative—of specific organizational factors on extending the impact of training programs.
| Item Type: | Journal Article | |||||||||
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| Subjects: | R Medicine > R Medicine (General) | |||||||||
| Divisions: | Faculty of Social Sciences > Warwick Business School | |||||||||
| Library of Congress Subject Headings (LCSH): | Clinic managers -- Training of -- Case studies, Health services administrators -- Training of -- Case studies, Allied health personnel -- Training of -- Case studies | |||||||||
| Journal or Publication Title: | Implementation Science | |||||||||
| Publisher: | BioMed Central Ltd. | |||||||||
| ISSN: | 1748-5908 | |||||||||
| Official Date: | 2 May 2014 | |||||||||
| Dates: |
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| Volume: | 9 | |||||||||
| Number: | 1 | |||||||||
| Article Number: | 53 | |||||||||
| DOI: | 10.1186/1748-5908-9-53 | |||||||||
| Status: | Peer Reviewed | |||||||||
| Publication Status: | Published | |||||||||
| Access rights to Published version: | Open Access (Creative Commons) | |||||||||
| Date of first compliant deposit: | 13 February 2018 | |||||||||
| Date of first compliant Open Access: | 13 February 2018 | |||||||||
| RIOXX Funder/Project Grant: |
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