Article type
Abstract
"Background
Knowledge translation aims to improve healthcare quality and patient outcomes yet is characterised by a wide variety of terminology and inconsistency in how terms are operationalised and reported. The JBI Model of Evidence-based Healthcare provides guidance on the interplay of four overarching principals: Culture, Communication, Capacity and Collaboration in evidence-based healthcare, but questions remain regarding the contribution of overarching principals to implementation and publication.
Objectives
To evaluate consistency and use of the JBI EBHC Models overarching principals in implementation, to improve understanding of their use and reporting in the field of knowledge translation by
•Establishing the frequency of reference to each value.
•Analysis of the interaction between the values.
Methods
A retrospective descriptive evaluation of eight published implementation reports informed frequency counts and concept analysis for each principal guided by Foley and Davis (2017) methods to map, measure and analyse data pertaining to the overarching principals against internationally accepted definitions from Damschroeder’s CFIR-2 Framework.
Results
Frequency of use varied, with a mean of 43 instances per publication. The highest frequency was Capacity (n=151) at 7.6 times greater than Collaboration (n=20). Culture was most frequently represented as shared beliefs in tailoring implementation strategies. Communication accounted for 9% of the total frequency of reports. Concept analysis suggests authors consider communication as a transformational process centred around human interaction to maintain information. Collaboration was used infrequently, primarily in relation to mentoring and inter-disciplinary task sharing specific to enhanced project capacity, resources and expertise.
Conclusions
The high frequency of reporting of the principals by authors suggests the universality of the values within the JBI approach and congruency with CFIR-2 for evidence implementation. Variability in language used may be contributing to inconsistent reporting across publications. However, the findings reveal that even in the absence of consistent language, the JBI principals are largely interconnected and have intrinsic value as evidenced by the high frequency of their use across the included literature. These findings may assist authors in improving the accuracy and consistency of their reporting and operationalising overarching principals in their implementation work."
Knowledge translation aims to improve healthcare quality and patient outcomes yet is characterised by a wide variety of terminology and inconsistency in how terms are operationalised and reported. The JBI Model of Evidence-based Healthcare provides guidance on the interplay of four overarching principals: Culture, Communication, Capacity and Collaboration in evidence-based healthcare, but questions remain regarding the contribution of overarching principals to implementation and publication.
Objectives
To evaluate consistency and use of the JBI EBHC Models overarching principals in implementation, to improve understanding of their use and reporting in the field of knowledge translation by
•Establishing the frequency of reference to each value.
•Analysis of the interaction between the values.
Methods
A retrospective descriptive evaluation of eight published implementation reports informed frequency counts and concept analysis for each principal guided by Foley and Davis (2017) methods to map, measure and analyse data pertaining to the overarching principals against internationally accepted definitions from Damschroeder’s CFIR-2 Framework.
Results
Frequency of use varied, with a mean of 43 instances per publication. The highest frequency was Capacity (n=151) at 7.6 times greater than Collaboration (n=20). Culture was most frequently represented as shared beliefs in tailoring implementation strategies. Communication accounted for 9% of the total frequency of reports. Concept analysis suggests authors consider communication as a transformational process centred around human interaction to maintain information. Collaboration was used infrequently, primarily in relation to mentoring and inter-disciplinary task sharing specific to enhanced project capacity, resources and expertise.
Conclusions
The high frequency of reporting of the principals by authors suggests the universality of the values within the JBI approach and congruency with CFIR-2 for evidence implementation. Variability in language used may be contributing to inconsistent reporting across publications. However, the findings reveal that even in the absence of consistent language, the JBI principals are largely interconnected and have intrinsic value as evidenced by the high frequency of their use across the included literature. These findings may assist authors in improving the accuracy and consistency of their reporting and operationalising overarching principals in their implementation work."