Transferring health care research into policy and practice is a messy and complex process which both policymakers and researchers can struggle with. A potential solution is to use individuals or organisations as knowledge brokers. Using a range of literature, this paper explains the theory behind knowledge brokering, identifies three models of brokering and explores the challenges of brokering. We suggest that clarifying these factors is a significant step towards planning well designed and rigorously evaluated brokering interventions. We also suggest that a clearly defined theoretical framework could help us to find out more about how brokering works and its effectiveness.

Objectives-Although there is widespread agreement about the importance of transferring knowledge into action, we still lack high quality information about what works, in which settings and with whom. Whilst there are a large number of models and theories for knowledge transfer interventions, they are untested meaning that their applicability and relevance is largely unknown. This paper describes the development of a conceptual framework of translating knowledge into action and discusses how it can be used for developing a useful model of the knowledge transfer process.Methods-A narrative review of the knowledge transfer literature identified 28 different models which explained all or part of the knowledge transfer process. The models were subjected to a thematic analysis to identify individual components and the types of processes used when transferring knowledge into action. The results were used to build a conceptual framework of the process.Results-Five common components of the knowledge transfer process were identified: problem identification and communication; knowledge/research development and selection; analysis of context; knowledge transfer activities or interventions; and knowledge/research utilization. We also identified three types of knowledge transfer processes: a linear process; a cyclical process; and a dynamic multidirectional process. From these results a conceptual framework of knowledge transfer was developed. The framework illustrates the five common components of the knowledge transfer process and shows that they are connected via a complex, multidirectional set of interactions. As such the framework allows for the individual components to occur simultaneously or in any given order and to occur more than once during the knowledge transfer process.Conclusion-Our framework provides a foundation for gathering evidence from case studies of knowledge transfer interventions. We propose that future empirical work is designed to test and refine the relevant importance and applicability of each of the components in order to build more useful models of knowledge transfer which can serve as a practical checklist for planning or evaluating knowledge transfer activities. IntroductionFailing to translate research knowledge into action in health care contributes to health inequities and wastes costly and time-consuming research1-3. The gap between what is known and what is done leads not only to the under-use of effective treatments, but also to the incorrect use of treatments and the over-use of unhelpful or unproven treatments, all of which lead to negative outcomes for patients. The realisation that failing to use research findings in health care has a negative impact on patient care has led to an increased emphasis on transferring knowledge into action. This process is commonly referred to as 'knowledge transfer' or 'knowledge translation', and is broadly understood to encompass the exchange, synthesis and application of research results and other evidence between academic and practice setting...

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Background: There are many theories about knowledge transfer but there are few clear descriptions of knowledge transfer interventions or the processes they involve. This failure to characterise structure and process in proposed KT interventions is a major barrier to the design and implementation of evaluations of particular KT strategies. This study is designed to provide a detailed description of the processes involved in a knowledge transfer intervention and to develop and refine a useful model of the knowledge transfer process.

Knowledge mobilisers (people who move knowledge into action) face a number of challenges. These include making sense of diverse definitions, navigating through fragmented literature and identifying helpful models and tools. This paper presents a framework designed to help. Based on a review of 47 knowledge mobilisation models, it consists of four questions: Why is knowledge being mobilised? Whose knowledge is being mobilised? What type of knowledge is being mobilised? How is knowledge being mobilised? These questions and accompanying categories can help knowledge mobilisers reflect on, communicate and evaluate their aims and objectives, increasing clarity and understanding across the field.