Imperial College London
Alternate

DrRaheelahAhmad

Faculty of Medicine, Department of Infectious Disease

Honorary Senior Lecturer
 
 
 
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Contact

 

+44 (0)20 3313 3244raheelah.ahmad00

 
 
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Location

 

Hammersmith HospitalHammersmith Campus

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Summary

 

Publications

Citation

BibTex format

@article{Kyratsis:2014:10.3310/hsdr02060,
author = {Kyratsis, Y and Ahmad, R and Hatzaras, K and Iwami, M and Holmes, AH},
doi = {10.3310/hsdr02060},
journal = {Health Services and Delivery Research},
title = {Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in health care.},
url = {http://dx.doi.org/10.3310/hsdr02060},
volume = {2},
year = {2014}
}
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RIS format (EndNote, RefMan)

TY  - JOUR
AB  - Background: Although innovation can improve patient care, implementing new ideas is often challenging.Previous research found that professional attitudes, shaped in part by health policies and organisationalcultures, contribute to differing perceptions of innovation ‘evidence’. However, we still know little abouthow evidence is empirically accessed and used by organisational decision-makers when innovationsare introduced.Aims and objectives: We aimed to investigate the use of different sources and types of evidence ininnovation decisions to answer the following questions: how do managers make sense of evidence? Whatrole does evidence play in management decision-making when adopting and implementing innovations inhealth care? How do wider contextual conditions and intraorganisational capacity influence research useand application by health-care managers?Methods: Our research design comprised multiple case studies with mixed methods. We investigatedtechnology adoption and implementation in nine acute-care organisations across England. We employedstructured survey questionnaires, in-depth interviews and documentary analysis. The empirical setting wasinfection prevention and control. Phase 1 focused on the espoused use of evidence by 126 non-clinicaland clinical hybrid managers. Phase 2 explored the use of evidence by managers in specific technologyexamples: (1) considered for adoption; (2) successfully adopted and implemented; and (3) rejectedor discontinued.Findings: (1) Access to, and use of, evidence types and sources varied greatly by profession. Cliniciansreported a strong preference for science-based, peer-reviewed, published evidence. All groups called uponexperiential knowledge and expert opinion. Nurses overall drew upon a wider range of evidence sourcesand types. Non-clinical managers tended to sequentially prioritise evidence on cost from national-levelsources, and local implementation trials. (2) A sizeable proportion of professionals from all g
AU  - Kyratsis,Y
AU  - Ahmad,R
AU  - Hatzaras,K
AU  - Iwami,M
AU  - Holmes,AH
DO  - 10.3310/hsdr02060
PY  - 2014///
SN  - 2050-4357
TI  - Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in health care.
T2  - Health Services and Delivery Research
UR  - http://dx.doi.org/10.3310/hsdr02060
UR  - http://hdl.handle.net/10044/1/42862
VL  - 2
ER  -
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