Table 1 |
||
| Major components of Greenhalgh et al’s conceptual model for considering the determinants of diffusion, dissemination and implementation of innovations in organizations | ||
| Framework components | Description | Examples |
| Attributes of the innovation | Perceived attributes of the innovation explain much of the variance in adoption rates | Relative advantage, complexity, observability |
| Organizational antecedents for innovation | General features of the organization that make it more or less innovative | Receptive context for change, absorptive capacity |
| Organizational readiness for innovation | Readiness and/or willingness of the organization to adopt a particular innovation | Power balances, tension for change, innovation-system fit |
| Adopters and the adoption process | Influential aspects of adopters and of adoption as a process | Meaning of the innovation to potential adopters |
| Processes of assimilation | Organizations may move back and forth between initiation, development and implementation of the innovation | Complex, non-linear processes |
| Implementation process | Specific steps involved in putting a decision into practice | Effective management, feedback and monitoring |
| Communication and influence | Means of spreading the innovation | Champions, diffusion, dissemination |
| Outer context | External influences on the organization | Socio-political climate, environmental stability |
| Linkage between developers and users | Connections that facilitate movement of the innovation from developers to users | Effective knowledge transfer from developers to users |
Source: Based on a systematic review of empirical research studies [27].
Olstad et al. BMC Public Health 2012 12:376 doi:10.1186/1471-2458-12-376
