Abstract
Proponents of evidence-based medicine often quote the 17-year lag between the publication of clinical research and its impact on the behaviour of front line staff. Less attention has been shown to the lag in health services research (HSR) impacting on decisions made by managers or clinicians about the organisation and delivery of health services. Yet, HSR has greater potential to positively influence service delivery than is generally realised, and as health systems around the world struggle to improve quality while controlling costs, they are becoming more interested in organisational research evidence. In this paper, we describe a new approach to increasing the impact of research, the researcher-in-residence model, which is being developed in a number of UK locations. We explore the model’s background and origins, present examples of its use in a London academic health science network, highlight learning from this early work and consider the next steps in its development.
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