Diffusion of Innovations in Haelth Service Oraganisations -- Contents -- Acknowledgements -- Foreword -- How to read this book -- Summary overview -- Chapter 1: Introduction -- 1.1 What is diffusion of innovations theory? -- 1.2 Why did the UK Department of Health want to research the diffusion of innovations? -- 1.3 Scope of this research -- 1.4 Definitions -- 1.5 Structure of this book -- Chapter 2: Method -- 2.1 Outline of method -- 2.2 Planning phase -- 2.3 Search phase -- 2.4 Mapping phase -- 2.5 Appraisal phase -- 2.6 Synthesis phase -- 2.7 Meta-narrative review: philosophical origins and links with other approaches to the synthesis of complex evidence -- Chapter 3: The research traditions -- 3.1 The origins of diffusion of innovations research -- 3.2 Rural sociology -- 3.3 Medical sociology -- 3.4 Communication studies -- 3.5 Marketing and economics -- 3.6 Limitations of early diffusion research -- 3.7 Development studies -- 3.8 Health promotion -- 3.9 Evidence-based medicine and guideline implementation -- 3.10 Structural determinants of organisational innovativeness -- 3.11 Studies of organisational process, context and culture -- 3.12 Interorganisational studies: networks and influence -- 3.13 Knowledge-based approaches to diffusion in organisations -- 3.14 Narrative organisational studies -- 3.15 Complexity and general systems theory -- 3.16 Conclusion -- Chapter 4: Innovations -- 4.1 Background literature on attributes of innovations -- 4.2 The Tornatzky and Klein meta-analysis of innovation attributes -- 4.3 Empirical studies of innovation attributes -- 4.4 Limitations of conventional attribution constructs for studying adoption in organisational settings -- 4.5 Attributes of innovations in the organisational context -- Chapter 5: Adopters and adoption -- 5.1 Characteristics of adopters: background literature.

5.2 Adoption as a process: background literature -- 5.3 Assimilation of innovations in organisations -- Chapter 6: Diffusion and dissemination -- 6.1 Communication and influence through interpersonal networks -- 6.2 Opinion leaders -- 6.3 Champions and advocates -- 6.4 Boundary spanners -- 6.5 Change agents -- 6.6 The process of spread -- Chapter 7: The inner context -- 7.1 The inner context: background literature -- 7.2 Organisational determinants of innovativeness: meta-analyses -- 7.3 Organisational determinants of innovativeness: overview of primary studies in the service sector -- 7.4 Empirical studies on organisational size -- 7.5 Empirical studies on structural complexity -- 7.6 Empirical studies on leadership and locus of decision-making -- 7.7 Empirical studies on organisational climate and receptive context -- 7.8 Empirical studies on supporting knowledge utilisation and manipulation -- Chapter 8: The outer context -- 8.1 Interorganisational influence through informal social networks -- 8.2 Interorganisational influence through intentional spread strategies -- 8.3 Empirical studies of environmental impact on organisational innovativeness -- 8.4 Empirical studies of impact of politics and policymaking on organisational innovativeness -- Chapter 9: Implementation and institutionalisation -- 9.1 Overview of the implementation literature -- 9.2 Measuring institutionalisation and related concepts -- 9.3 Implementation and institutionalisation: systematic reviews and other high-quality overviews -- 9.4 Empirical studies of interventions aimed at strengthening predisposition and capacity of the user system -- 9.5 Empirical studies of interventions aimed at strengthening the resource system and change agency -- 9.6 Empirical studies of linkage activities to support implementation.

9.7 Empirical studies that have investigated 'whole-systems' approaches to implementation -- Chapter 10: Case studies -- 10.1 Developing and applying a unifying conceptual model -- 10.2 Case study 1: integrated care pathways ('the steady success story') -- 10.3 Case study 2: GP fundholding ('the clash') -- 10.4 Case study 3: telemedicine ('the maverick initiative') -- 10.5 Case study 4: the electronic health record ('the big roll-out') -- 10.6 Conclusion -- Chapter 11: Discussion -- 11.1 Overview and commentary on main findings -- 11.2 A framework for applying the model in a service context -- 11.3 Recommendations for further research -- 11.4 Conclusion -- Appendix 1: Data extraction form -- Appendix 2: Critical appraisal checklists -- Box A.1 Quality checklist for experimental (randomised and non-randomised controlled trial) designs -- Box A.2 Quality checklist for quasi-experimental (interrupted time series) designs -- Box A.3 Quality checklist for attribution studies -- Box A.4 Quality checklist for questionnaire surveys -- Box A.5 Quality checklist for qualitative studies -- Box A.6 Quality checklist for mixedmethodology case studies and other indepth complex designs -- Box A.7 Quality checklist for comparison of 'real-world' implementation studies -- Box A.8 Quality checklist for action research designs -- Appendix 3: Descriptive statistics on included studies -- Table A.1 Main sources and yield of papers, books and book chapters -- Table A.2 Breakdown of studies included in the book -- Table A.3 Yield from hand search of journals -- Table A.4 Yield from search of electronic databases -- Table A.5 Yield from electronic citation tracking -- Appendix 4: Tables of included studies -- Table A.6 Narrative overviews used as key sources in this review -- Table A.7 Empirical studies of attributes of health care innovations in the organisational setting.

Table A.8 Empirical studies that focused on the process of adoption in health care organisations -- Table A.9 Network analyses of interpersonal influence in health care organisations -- Table A.10 Empirical studies of opinion leadership in health care organisations -- Table A.11 Controlled trials of opinion leaders as an intervention in health care organisations -- Table A.12 Empirical studies of impact of champions in health care organisations and selected other examples -- Table A.13 Meta-analyses that addressed the impact of the organisational context on adoption of innovations -- Table A.14 Empirical studies of 'inner' context determinants of innovation in health care organisations and selected other examples -- Table A.15 Empirical studies from health care that looked at the organisational context for innovation from a knowledge utilisation perspective -- Table A.16 Empirical studies of informal interorganisational influence amongst health care organisations and selected other examples -- Table A.17 Empirical studies on health care quality improvement collaboratives -- Table A.18 Empirical studies of impact of environmental factors on innovation in health care organisations and selected other examples -- Table A.19 Empirical studies of impact of political and policymaking forces on organisational innovation -- Table A.20 Systematic reviews relevant to the question of dissemination, implementation and sustainability of innovations in service delivery and organisation -- Table A.21 Surveys of perceptions about capacity or of association between capacity and implementation in health care organisations -- Table A.22 Empirical studies of interventions to enhance user system capacity in health care organisations.

Table A.23 'Whole-systems' approaches to implementation and sustainability of innovations in health care organisations and selected other examples -- Glossary -- References -- Index.