Table 8 Inner context

INNER CONTEXT

Organizational characteristics

Structures or processes that take place and/or exist in organizations that may influence the process of implementation [45]

12

Absorptive capacity

A set of organizational routines and processes by which [organizations] acquire, assimilate, transform, and exploit knowledge to create a dynamic organizational capacity [61]. Absorptive capacity also describes an organizations pre-existing knowledge/skills, ability to use new knowledge, specialization and mechanisms to support knowledge sharing [50]

15

Organization readiness

Relationship between people, processes, systems and performance measurement. It requires synchronization and coordination without which no implementation will be successful

5

Organizational structure

Each department or unit able to make semiautonomous decisions) [61]. Relates to structure and way an organization operates, including differences in mission, size, decision-making process, and services offered. Organizational attributes such as larger size and greater differentiation in personnel and structure are associated with adoption of new organizational forms [38]

11

Values or visions

Encompasses range of attitudes and knowledge about particular health conditions, expectations and priorities toward types of treatments or client populations, and collectively held beliefs and values that may affect the receptivity of individual and organizational stakeholders to adopt or adhere to a new care practice or intervention. Principles of social cognitive, motivation expectancy, and other social learning theories [38]

8

Working environment

organizational climate (shared perceptions of the psychological impact of the work environment on the provider) [50]

10

Tension for change

The degree to which stakeholders perceive the current situation as intolerable or needing change [6]

4

Organization culture

Combines the normative beliefs and shared expectations of the organization [50]

7

Credibility and reputation

the believability of the current intention; reputation is a historical notion based on the sum of the past behaviours [45]

1

Leadership

Characteristics and behaviors of key decision-makers pertinent at all levels who are necessary but not sufficient to facilitate or promote the implementation process and delivery/use of the innovation [45]

16

individual adopter or provider characteristics

Shared or unique characteristics of individuals (e.g., provider, supervisor, director) that influence the process of implementation [45]

14

Ability or capacity

8

Race

1

Spoken language

Implementers, stakeholders and participants share a common spoken language

2

Training or education

9

Views

8

Tension for change

The degree to which stakeholders perceive the current situation as intolerable or needing change (Damschroder, Aron et al. 2009)

3

Individual culture

characterized by individualism, which is the prioritization or emphasis of the individual over the entire group. In individualistic cultures people are motivated by their own preference and viewpoints. Individualistic cultures focus on abstract thinking, privacy, self- dependence, uniqueness, and personal goals.

4

Monitoring and evaluation

Processes or procedures undertaken to ensure adherence to active delivery of the innovation/EBP and/or an implementation strategy.(Moullin, Dickson et al. 2019); Fidelity Support System; Quality assurance evaluation; Continuous quality improvement [45]

8

Staffing

Processes or procedures in place at an organization related to the hiring, review, and retention of staff involved in the active delivery of the innovation/EBP and/or its implementation.

14