Year-end Sale % OFF 
Abstract
This commentary provides an overview of the organizational readiness for change (ORC) literature over the last decade, with respect to prevailing definitions, theories, and tools to guide assessment of ORC in preparation for implementation. The development of the OR4KT by Gagnon et al is an important contribution to this body of work. This commentary highlights the strengths of the OR4KT including development based on two systematic reviews conducted by the authors to synthesize OR theory and measurement tools, and applicability to a wider range of high-income country healthcare settings through inclusion of input from a diverse group of international experts and transcultural adaptation of the tool, in the context of the literature to date. Limitations and future directions for further development of the tool are also discussed and include application of quantitative psychometric approaches and evaluation of the tool in a broader range of healthcare settings.
Highlights
While organizational readiness for change (ORC) is widely recognized as necessary to implementation success,[1,2,3,4,5] its assessment remains challenging
Several ORC assessment tools, which are in the early stages of development, have recently been reported.[8,9,10]
Helfrich et al[9] developed a 77-item scale based on the promoting action on research implementation in health services (PARIHS) framework[11] and assessed scale reliability and factor structure using data from three quality improvement projects conducted in the veterans health administration (VHA), two in chronic care programs and one in an intensive care unit initiative
Summary
While organizational readiness for change (ORC) is widely recognized as necessary to implementation success,[1,2,3,4,5] its assessment remains challenging. Several ORC assessment tools, which are in the early stages of development, have recently been reported.[8,9,10] Helfrich et al[9] developed a 77-item scale based on the promoting action on research implementation in health services (PARIHS) framework[11] and assessed scale reliability and factor structure using data from three quality improvement projects conducted in the veterans health administration (VHA), two in chronic care programs and one in an intensive care unit initiative.
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Journal of Health Policy and Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
