Publicação
The influence of organizational readiness on knowledge translation and implementation of innovation in a social hospital: a case study
| Resumo: | Healthcare institutions face daily challenges that require professionals to adapt their clinical practice to the best available scientific evidence (Teixeira et al., 2022). This need to bridge the gap between professional practice and scientific evidence becomes even more relevant when considering the growing commitment of healthcareprofessionals to align their interventions with the most recent scientific advancements (Silva, 2019). This entails converting scientific evidence into effective clinical interventions and their integration into daily clinical practice (Andrade & Pereira, 2020), ultimately enhancing health outcomes and benefits for the patients receiving these services(Graham et al., 2006; Pereira, 2016). The ability of a healthcare organization to effectively and efficiently translate and implement knowledge into practice depends on an internal assessment of its readiness for knowledge translation. Organisational readiness is understood as an organizational climate shaped by the commitment of members to engage in change initiatives and their collective confidence in achieving the intended outcomes of implementation (Weiner, 2009). As for Knowledge Translation, it may be represented as the bridging element between research findings and their practical implementation (Graham et al., 2006) , which faces diverse barriers, such as fragmented organizational structures, limited leadership presence, insufficient resources, and variability in professionals' motivation. Additionally, without a well-established level of readiness, even the most robust evidence or carefully structured KT strategies may fail to generate change, or produce the "decoupling phenomena" which implies a discrepancy between theoretical strategic decisions and their practical implementation (Gabutti et al., 2023; Mascia et al., 2014). In this context, and for organizations to ensure the effectiveness of change initiatives, it is crucial to conduct an assessment that determines their organizational readiness for knowledge translation.. The lack of awareness or failure to monitor this metric hinders institutions from identifying and understanding the multiple dimensions that may influence the successful implementation of new practices Therefore, perceptions from nurses at a PSSI Hospital were gathered using a pilot European Portuguese version of the Organizational Readiness for Knowledge Translation (OR4KT) instrument, to assess the organization’s readiness to translate knowledge and _implement change. A quantitative, descriptive-exploratory, and crosssectional design was employed, combining descriptive and inferential analyses to identify facilitating and hindering factors of the Organizational Culture dimensions. The results, normalized to a score of 62,72, on a 0 to 100 scale, indicate moderate readiness, slightly below the optimal cut-off of 64,48 proposed by (Grandes et al., 2017). Dimension scores revealed the institution;s strengths in dimensions such as organizational climate for change (69,44) and organizational Support (68,55), but also exposed the need to improve Motivation (62,11) and Change Content (33,13). Additionally, a new variable was computed, and “Professional Recognition” emerged as a determinant regarding Organizational Readiness, with professionals who, despite possessing the formal education and required certification, had not been integrated into the institution as Specialists nor compensated in accordance with their advanced qualifications, reporting statistically different perceptions across multiple dimensions of the Organizational Culture. The study's results align with other research on the subject and provide the organization with a Roadmap to improve its quality of care. Contrasting with previous applications of the OR4KT, this study not only applies a pilot version of the instrument within a new national context but also stands among the first efforts to examine organizational readiness for knowledge translation in a Portuguese third-sector healthcare institution. Academically, this research provides a pivotal contribution to the ongoing validation of the OR4KT instrument within the Portuguese context, strengthening the multicentric study, currently under development, which aims to adapt and validate the questionnaire for the Portuguese healthcare settings. Lastly, this research has also concluded that professional recognition of nurses is a significant institutional determinant, directly influencing organizational readiness for knowledge translation. |
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| Autores principais: | Barreto, Hugo |
| Outros Autores: | Paschoalotto, Marco Antonio Catussi; Maia, Filomena; Ferreira, Ana Catarina; Pereira, Rui Pedro Gomes |
| Assunto: | Evidence-based practice Knowledge management Knowledge translation Organizational readiness for change Organizational readiness for knowledge translation Ciências Médicas::Ciências da Saúde |
| Ano: | 2025 |
| País: | Portugal |
| Tipo de documento: | outro |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | Universidade do Minho |
| Idioma: | inglês |
| Origem: | RepositóriUM - Universidade do Minho |
| Resumo: | Healthcare institutions face daily challenges that require professionals to adapt their clinical practice to the best available scientific evidence (Teixeira et al., 2022). This need to bridge the gap between professional practice and scientific evidence becomes even more relevant when considering the growing commitment of healthcareprofessionals to align their interventions with the most recent scientific advancements (Silva, 2019). This entails converting scientific evidence into effective clinical interventions and their integration into daily clinical practice (Andrade & Pereira, 2020), ultimately enhancing health outcomes and benefits for the patients receiving these services(Graham et al., 2006; Pereira, 2016). The ability of a healthcare organization to effectively and efficiently translate and implement knowledge into practice depends on an internal assessment of its readiness for knowledge translation. Organisational readiness is understood as an organizational climate shaped by the commitment of members to engage in change initiatives and their collective confidence in achieving the intended outcomes of implementation (Weiner, 2009). As for Knowledge Translation, it may be represented as the bridging element between research findings and their practical implementation (Graham et al., 2006) , which faces diverse barriers, such as fragmented organizational structures, limited leadership presence, insufficient resources, and variability in professionals' motivation. Additionally, without a well-established level of readiness, even the most robust evidence or carefully structured KT strategies may fail to generate change, or produce the "decoupling phenomena" which implies a discrepancy between theoretical strategic decisions and their practical implementation (Gabutti et al., 2023; Mascia et al., 2014). In this context, and for organizations to ensure the effectiveness of change initiatives, it is crucial to conduct an assessment that determines their organizational readiness for knowledge translation.. The lack of awareness or failure to monitor this metric hinders institutions from identifying and understanding the multiple dimensions that may influence the successful implementation of new practices Therefore, perceptions from nurses at a PSSI Hospital were gathered using a pilot European Portuguese version of the Organizational Readiness for Knowledge Translation (OR4KT) instrument, to assess the organization’s readiness to translate knowledge and _implement change. A quantitative, descriptive-exploratory, and crosssectional design was employed, combining descriptive and inferential analyses to identify facilitating and hindering factors of the Organizational Culture dimensions. The results, normalized to a score of 62,72, on a 0 to 100 scale, indicate moderate readiness, slightly below the optimal cut-off of 64,48 proposed by (Grandes et al., 2017). Dimension scores revealed the institution;s strengths in dimensions such as organizational climate for change (69,44) and organizational Support (68,55), but also exposed the need to improve Motivation (62,11) and Change Content (33,13). Additionally, a new variable was computed, and “Professional Recognition” emerged as a determinant regarding Organizational Readiness, with professionals who, despite possessing the formal education and required certification, had not been integrated into the institution as Specialists nor compensated in accordance with their advanced qualifications, reporting statistically different perceptions across multiple dimensions of the Organizational Culture. The study's results align with other research on the subject and provide the organization with a Roadmap to improve its quality of care. Contrasting with previous applications of the OR4KT, this study not only applies a pilot version of the instrument within a new national context but also stands among the first efforts to examine organizational readiness for knowledge translation in a Portuguese third-sector healthcare institution. Academically, this research provides a pivotal contribution to the ongoing validation of the OR4KT instrument within the Portuguese context, strengthening the multicentric study, currently under development, which aims to adapt and validate the questionnaire for the Portuguese healthcare settings. Lastly, this research has also concluded that professional recognition of nurses is a significant institutional determinant, directly influencing organizational readiness for knowledge translation. |
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