“…Five factors were related to motivation, including (4) beliefs about task shifting consequences, such as efficiency, quality and patient satisfaction; (5) beliefs about capabilities, such as technical, communicative and emotional skills; (6) job satisfaction and esteem; (7) organisational culture, such as team optimism; and (8) emotions, such as fear of informal nurse hierarchy and envy. The last two factors were related to opportunity, including (9) project planning and leadership, and voluntariness; and (10) patient preferences CULT | (Han et al, 2020 ) | The organization dimension included organizational scale, organizational culture, staff resistance to change, staff training, top management support, and organizational readiness | CULT |
(Jakobsen et al, 2016 ) | Implementing participatory interventions at the workplace may be a cost-effective strategy as they provide additional benefits, e.g., increased social capital and improved organizational readiness for change, that exceed the primary outcome of the intervention | CULT |
(Kabukye et al, 2020 ) | organizational flexibility and collective self-efficacy | CULT |
(Karalis & Barbery, 2018 ) | staff education, and analysing the safety events and sharing the knowledge | CULT |
(Kelly, et al, 2017 ) | relationship between staff perceptions of ORC and the process of innovation adoption: exposure, adoption, implementation and integration into practice | CULT |
(Kelly et al, 2017 ) | organizational functioning, better program resources and specific staff attributes, staff workloads, good organizational climate | CULT |
(Mrayyan, 2020 ) | continuing education courses for staff and focus on teamwork, open communication, total quality management, strategic planning, advanced nursing practice and participatory management | CULT |
(Sopow, 2020 ) | ability to address rapidly evolving external environmental factors | CULT |
(Sopow, 2020 ) | Common understanding of strategy and roadmap,... |
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