Knowledge implementation in health care management: a qualitative study

Abstract

Background: The gap between knowledge and practice is a global issue, which increases wasteful spending in healthcare. There are several models and frameworks to address this gap and try to solve the challenge. Promoting Action on Research Implementation in Health Services (PARIHS) framework highlights the interaction of three main elements: evidence, context and facilitation, to implement research into practice, successfully. This framework can use as a tool to evaluate the situation and guide the changing. This study conducted to explain the status of knowledge implementation in Iran's healthcare management system. Methods: This qualitative study was done by using a directive content analysis approach through conducting indepth, structured interviews with 15 health managers based on the PARIHS framework. Guiding questions were based on the three main elements of the framework: evidence, context and facilitation. The content of the interviews entered into the Qualitative Data Analysis software (MAXQDA version 10) and, then, analyzed. Results: The most common source of evidence used by managers for decision-making was local information and previous experience. Evaluation more emphasized compared to other sub-elements of context, i.e. culture and leadership. In terms of facilitation, performing tasks by others was the dominant opinion. Conclusion: Our results showed that managers in the healthcare system of Iran use their own and other manager's experience and the local information for decision-making and have no ideas about facilitation.

Innovative approaches in management: a key factor for the quality of health services

“…Therefore, informing employees about important changes, overall policies and goals, how to evaluate the performance of the organization and the results achieved, as well as the requirements related to the performance of employees themselves are essential for providing high quality services, for their high professional level, but also for the purpose of greater patient satisfaction, better economy and transparency. Our findings are in line with the findings of many studies on the positive impact of IS on organizational performance while implementing innovation and management changes (Aragón-Correa et al, 2013;Bodenheimer & Sinsky, 2014;Roohi et al, 2020).…”

“…Aragon-Correa et al (Aragón-Correa et al, 2013) even point to a direct link between practices that promote IS and organizational innovation. Gibson et al (Gibson et al, 2007) and Roohi et al (Roohi et al, 2020) point to the important contribution of IS to organizational performance and at the same time confirmed in their research that IS has a unique place among different management practices.…”

Conceptualizing the clinical decision‐making process in managing temporomandibular disorders: A qualitative study

“…However, obstacles arising from the organisational management may also affect the implementation of EBM [36,37]. Thus, both local regulations and the previous experience of individual managers may influence the management's decisions [38]. The managers' behaviours can improve the organisational conditions for successful EBM implementation, thereby leading to increased uptake of EBM by clinicians [39].…”

Analisis Faktor-faktor yang Berhubungan dengan Waktu Tunggu Pelayanan di Poliklinik Rawat Jalan Rumah Sakit Sentra Medika Kabupaten Minahasa Utara

“…Promosi kesehatan masyarakat membutuhkan perhatian pada sistem pengambilan keputusan berbasis pengetahuan dan bukti dan pengembangan manusia dimungkinkan dengan menyimpan, menggunakan, dan berbagi pengetahuan. [16][17][18] Pengambilan keputusan dalam sistem kesehatan memiliki hubungan bermakna dengan temuan hasil penelitian di bidang pelayanan kesehatan. Kurangnya penggunaan pengetahuan dalam sistem manajemen kesehatan akan membuang-buang waktu, dana dan energi, meningkatkan biaya yang dibebankan pada pasien, dan menghambat pelaksanaan layanan kesehatan yang direkomendasikan dalam hal pencegahan, pengobatan dan manajemen.…”