组织间实施成功的决定因素:退伍军人指导护理的混合方法评估

IF 2 4区 医学 Q3 HEALTH POLICY & SERVICES
Nina R. Sperber , Edward J. Miech , Alecia Slade Clary , Kathleen Perry , Merle Edwards-Orr , James L. Rudolph , Courtney Harold Van Houtven , Kali S. Thomas
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引用次数: 1

摘要

退伍军人指导护理(VDC)旨在使退伍军人在他们社区的养老院安置的风险。VA医疗中心(vamc)从第三方组织提供商处购买VDC,然后在实施过程中与第三方组织提供商合作。实现VDC的经验各不相同。目的:我们试图确定与更高入学率(实施成功)的合作伙伴关系的区别条件。方法:我们进行了一项基于案例的研究:在项目开始后2个月和8个月的实施决定因素的定性数据,指导内容分析以分配数字分数(−2强障碍+2强促进者),并使用重合分析(CNA)进行数学建模以确定实施成功的关键决定因素。案例包括在2017年或2018年期间启动VDC的vamc和合作的非vamc组织。实施研究综合框架(CFIR)指导了分析。结果:5个合作伙伴关系中的11个独立组织构成了我们的样本。两个CFIR决定因素-网络&;沟通和外部变更代理——唯一和一致地确定实施成功。在组织间的伙伴关系层面,网络和;沟通和外部变革推动者+2(即,作为强有力的推动者出现)既是必要的,也是充分的。在组织内部层面,网络&;沟通+2对于非vamc提供者是必要的,但还不够,而外部变更代理+2对于vamc来说是必要的和足够的。结论:网络&;沟通和外部变革动因在组织间实施成功中起着不同的作用,其作用因组织类型和分析水平的不同而不同。含义:当将项目付诸实践需要跨多个组织的合作关系时,这种多层次方法确定了组织间实施成功的关键差异制造条件。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Determinants of inter-organizational implementation success: A mixed-methods evaluation of Veteran Directed Care

Background

Veteran Directed Care (VDC) aims to keep Veterans at risk for nursing home placement in their communities. VA medical centers (VAMCs) purchase VDC from third-party organizational providers who then partner with them during implementation. Experiences with VDC implementation have varied. Objectives: We sought to identify conditions differentiating partnerships with higher enrollment (implementation success). Methods: We conducted a case-based study with: qualitative data on implementation determinants two and eight months after program start, directed content analysis to assign numerical scores (−2 strong barrier to +2 strong facilitator), and mathematical modeling using Coincidence Analysis (CNA) to identify key determinants of implementation success. Cases consisted of VAMCs and partnering non-VAMC organizations who started VDC during 2017 or 2018. The Consolidated Framework for Implementation Research (CFIR) guided analysis. Results: Eleven individual organizations within five partnerships constituted our sample. Two CFIR determinants- Networks & Communication and External Change Agent-uniquely and consistently identified implementation success. At an inter-organizational partnership level, Networks & Communications and External Change Agent +2 (i.e., present as strong facilitators) were both necessary and sufficient. At a within-organization level, Networks & Communication +2 was necessary but not sufficient for the non-VAMC providers, whereas External Change Agent +2 was necessary and sufficient for VAMCs. Conclusion: Networks & Communication and External Change Agent played difference-making roles in inter-organizational implementation success, which differ by type of organization and level of analysis. Implications: This multi-level approach identified crucial difference-making conditions for inter-organizational implementation success when putting a program into practice requires partnerships across multiple organizations.

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来源期刊
CiteScore
4.90
自引率
0.00%
发文量
37
期刊介绍: HealthCare: The Journal of Delivery Science and Innovation is a quarterly journal. The journal promotes cutting edge research on innovation in healthcare delivery, including improvements in systems, processes, management, and applied information technology. The journal welcomes submissions of original research articles, case studies capturing "policy to practice" or "implementation of best practices", commentaries, and critical reviews of relevant novel programs and products. The scope of the journal includes topics directly related to delivering healthcare, such as: ● Care redesign ● Applied health IT ● Payment innovation ● Managerial innovation ● Quality improvement (QI) research ● New training and education models ● Comparative delivery innovation
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