2004
DOI: 10.1097/00001786-200410000-00002
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The PARIHS Framework—A Framework for Guiding the Implementation of Evidence-based Practice

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Cited by 710 publications
(799 citation statements)
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“…Organizational context refers to "...the environment or setting in which people receive healthcare services, or in the context of getting research evidence into practice, the environment or setting in which the proposed change is to be implemented" [1] (page 299). Health services researchers are increasingly aware of the central role that organizational context plays in knowledge translation (the uptake of research evidence) by healthcare providers, and the potential role of context in improving patient, staff, and system outcomes.…”
Section: Introductionmentioning
confidence: 99%
“…Organizational context refers to "...the environment or setting in which people receive healthcare services, or in the context of getting research evidence into practice, the environment or setting in which the proposed change is to be implemented" [1] (page 299). Health services researchers are increasingly aware of the central role that organizational context plays in knowledge translation (the uptake of research evidence) by healthcare providers, and the potential role of context in improving patient, staff, and system outcomes.…”
Section: Introductionmentioning
confidence: 99%
“…Organization and leadership form the cornerstones for successful implementation. [23] Transformational leadership could help improve the structure of the model by formally incorporating the system's basic functions into each nurse's role description, and this could help create a culture and context that promotes primary nursing. Dobson et al have shown that primary nursing is the most effective way to provide nursing care within haemodialysis care.…”
Section: Discussionmentioning
confidence: 99%
“…Studies grapple with issues such as the support, empowerment and opportunity they provide/do not provide (Haugh and Laschinger, 1996;Almost and Spence-Laschinger, 2002;Tourangeau et al, 2009), or their social functioning and what makes them psychologically healthy or unhealthy (Leveck and Jones, 1996;Dendaas, 2004Dendaas, , 2010Lavoie-Tremblay et al, 2008;Vessey et al, 2009), or how their architecture and design features can impact care and outcomes (Williams, 2001;Parker et al, 2004;Becker, 2007;Marquardt and Schmieg, 2009). Similarly, nursing environment has also emerged in discussions of leadership capacity, such as settings for practice enhancement and development strategies (McCormack and McCance, 2011;McCormack et al, 2013), as 'contexts' -with political, economic and social variability -that help or hinder research knowledge translation (Kitson et al, 1998;Rycroft-Malone, 2004;Rycroft-Malone et al, 2013) and in specific forms as high performing and attractive 'magnet' institutions (Scott et al, 1999;Buchan, 1999;Upenieks, 2003). Continuing this latter theme, nursing environment has also been mobilised in debates on the 'best places' to care, as in the case of institutionalized settings versus homes (West et al, 2000;Watty et al, 2003;Parratt and Fahy, 2004), and through debates on the nature and importance of physical proximity and presence in caring interactions and relationships (Osterman and Schwartz-Barcott, 1996;Melnechenko, 2003;MacKinnon et al, 2005), particularly given the emergence of nursing in cyberspace in the last two decades (Hern et al, 1997;Cudney and Weinert, 2000).…”
Section: The Second Wave: Environment As a Broad Empirical Concernmentioning
confidence: 99%