Routines for change: how managers can use absorptive capacity to adopt and implement evidence-based practice

Abstract

The construct of absorptive capacity and the use of routines can be used to examine the ways in which nurse managers can adopt, implement and evaluate the use of evidence-based practices.

A review of the role of nurse leadership in promoting and sustaining evidence-based practice

“…Another important role of the nurse manger as an EBP leader is to stimulate communication processes among organisational members about EBP. In fact the implementation and use of social networks is becoming increasingly important for creating and sharing new knowledge about practice, research, and new evidence (Berta, Ginsburg, Gilbart, Lemieux‐Charles, & Davis, ; Innis & Berta, ; Lewin et al., ). This increase in social‐network usage and open online resources offers opportunities for nurses to learn from and share with colleagues on a global basis.…”

“…Transformational nurse managers are needed, perhaps supported by faculty staff, to have a vision to lead on this by providing signposts to relevant resources for hospital nurses. Facilitating this type of staff education means that nurses need to have access to information technology resources, a factor not always consistently in place (Berta et al., ; Ellen et al., ; Innis & Berta, ).…”

“…However, there are also concerns that while commitment to EBP continues, there are also shortfalls in practice (Innis & Berta, ). Lack of resources, lack of English‐language skills, and lack of professional nursing infrastructure in some countries are some of the reasons why EBP does not translate uniformly into practice by nurses (Bressan et al., ; Giusti & Piergentili, ; Linton & Prasun, ).…”

“…Recent evidence suggests that key leadership skills such as creating a clear vision and consistently communicating that vision, use of good interpersonal skills and communication, and ongoing education to support nurses are key essential components of sustaining a commitment to EBP at local clinical level (Fleiszer et al., ). Resourcing EBP is key but leadership is also needed by nurse managers to sustain and improve EBP in terms of becoming aware of areas that need improvement, collaborative selection of areas for intervention, and use of reflection to evaluate performance (Innis & Berta, ). For example, where there are deficits in nurses’ access to computerized databases, nurse managers are charged with the responsibility to improve this (Linton & Prasun, ).…”

“…Nurse managers clearly have a role in the implementation of new practices, processes, and activities in clinical settings and, as such, are the primary gatekeepers of EBP for the profession (Bleich & Kist, ; Fleiszer et al., ; Innis & Berta, ; Kueny, Titler, Mackin, & Shever, ; Stetler, Ritchie, Rycroft‐Malone, & Charns, ). They are often responsible for implementing new practices, processes, and activities in their organisations (Bleich & Kist, ; Fleiszer et al., ; Innis & Berta, ; Kueny et al., ; Stetler et al., ). To promote EBP, both leadership and facilitation interventions are needed (Dogherty, Harrison, & Graham, ; Fleiszer et al., ; Sandström, Borglin, Nilsson, & Willman, ).…”