Bradway, Meghan, Garbarron, Elia, Larbi, Dillys, Breivik, Elin, Muzny, Miroslav, and Årsand, Eirik
Background: Most studies do not produce their intended outcomes on time or within budget. However, it is challenging to identify the facilitators and barriers to successful study management when the "behind the scenes action" of especially digitally enabled health research studies are akin to a black box. Therefore, it is necessary to explore first-hand experience of the facilitators and barriers to managing digitally enabled health studies. The goal of such studies is to produce new knowledge and/or develop tools that can be translated to real-world benefits for the health and care sector, individuals, and other stakeholders. These studies now exist in a time that encourages collaborative research activities with interdisciplinary research partnerships, industry collaboration, end-user involvement and insights for policy. These expectations require teams with different work cultures, methodologies, technologies, and approaches to work together, resulting in significant benefits but also challenges. Objectives: To explore the relationship between the dynamics and needs of research teams and the technology used to manage digitally enabled studies through the experience of those who worked on such studies. Methods: We used an interpretive phenomenological approach to explore research team members' experiences and perceptions of study management in the field of digitally enabled health research. We interviewed 15 research team members from eight studies. A semi-structured interview guide was used to explore concepts related to study activity management, team dynamics, resources and technologies used to manage research activities, and reflections of personal experiences. An adductive thematic analysis was performed on the transcripts. Results: Five main themes were identified: 1) Project Team, 2) Study management, which included management technologies, 3) Study plan, 4) Intervention, 5) Participants. This paper focuses on the first two main themes. Sub-themes included: Roles and responsibilities, Methods, Changes, Challenges and solutions and Expectations vs. reality. Sub-themes were applicable to all main themes. Therefore, results were presented as knowledge gained from the interaction between sub-themes within each theme, i.e. referred to as "comprehensive insights" in the results section of this paper. Conclusion: This interview study provides new knowledge about the realities of working in collaborative, digitally enabled health research studies and demonstrates several opportunities for improved understanding of study management. More realistic and thorough understanding of the complex system in which digitally enabled health research exists can be applied to better prepare experienced researchers and newly graduated students entering the field, as well as improve existing strategies for management. Highlights: 1. Research team members with developed skills from other fields can add value to research projects by contributing relevant yet different perspectives and solutions, regardless of a lack of experience in digitally enabled health studies. 2. Working together while having different approaches to science, e.g. building knowledge subjectively via experience (constructivism) vs. gaining knowledge objectively via observation and structured study (positivism), requires us all to understand the purpose of each approach and openly acknowledge one another's contributions. 3. Researchers are eternal learners – given the speed of technology development and work cultures of collaborating non-scientific research-based partners, we need to expand our knowledge of methodologies and research approaches to keep pace and relevance. 4. The use of study management technologies was largely unplanned. Research team members chose and used systems and programs that they were familiar with and available at the time. 5. The multitude of study management technologies mentioned were individually focused on a study stage or task, largely siloed, and subsequently challenging for collaborative tasks. [ABSTRACT FROM AUTHOR]