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Background: One factor considered essential to successful implementation is organizational readiness. The purpose of this study was to explore ways to improve the measurement of organizational readiness, and in particular to refine a preliminary measure based on the Readiness = Motivation x innovation Specific Capacity x General Capacity (R = MC2) heuristic. We assessed the experiences of staff in Federally Qualified Health Centers (FQHC) implementing evidence-based interventions (EBIs) designed to increase colorectal cancer screening (CRCS) who previously completed the survey and aimed to understand their perspectives on why our data were positively skewed. Methods: We conducted a series of qualitative interviews with FQHC employees who had previously completed the readiness survey and/or been involved with the distribution of the readiness survey. Interviews were conducted via Zoom, recorded, transcribed. Data was analyzed using an inductive approach to identify key emergent themes. Results: Analyses revealed numerous contributors to high organizational readiness assessment scores including concerns about confidentiality, social desirability bias, knowledge of respondents about the survey content, and the survey format. Specific to the survey format, we found that survey length and response scaling likely impacted scores and the overall survey experience. Lastly, some participants shared that the tendency for high scores may reflect actual perceptions because FQHC staff are passionate, work well in teams, and typically have already worked hard to improve CRCS rates through evidence-based interventions. Conclusion: Study findings reinforce the importance of collaborative and community-engaged survey design and the need to address the common challenges dissemination and implementation surveys may be vulnerable to. Lessons learned can be applied to other measurement work and surveys conducted across public health research. The findings will inform continued organizational readiness measure development and have implications for measurement of other factors influencing implementation. [ABSTRACT FROM AUTHOR]

This paper examines the organizational readiness of Polish energy enterprises in the face of these challenges, exploring factors that influence their ability to undertake exploratory innovation and meet the demands of the energy–climate nexus. The study aims to investigate the organizational readiness of Polish energy enterprises, focusing on their capacity to explore and adopt innovative solutions in response to the dual pressures of advancing energy technologies and addressing climate imperatives. The triangulation of research methods was chosen to achieve the most reliable research outcomes. Among the available techniques, two were selected: computer-assisted web interviewing (CAWI) and in-depth interviews, both of which were employed to gather the necessary data. The model illustrates the impact of each interaction among the three types of affordances, presenting a corresponding set of results specific to digital affordances and entrepreneurial dynamics. Furthermore, it offers policy recommendations to support the sector's adaptive capacity and proposes frameworks for energy firms to enhance their exploration capabilities in response to both market and regulatory imperatives. The research objective is to assess the current state of organizational readiness among Polish energy enterprises for implementing and scaling new technologies that contribute to both enhanced energy efficiency and resilience to climate change. [ABSTRACT FROM AUTHOR]

Abstract Background Evidence-based and evidence-informed interventions designed to address gaps in the HIV care continuum have the potential to improve HIV care and treatment. However, inadequate organizational readiness can derail intervention uptake, prevent the integration of interventions, and contribute to suboptimal HIV treatment outcomes. This study sought to understand organizational readiness to implement bundled interventions for Black women with HIV and inform facilitators and barriers to implementation. Methods We conducted a mixed methods readiness assessment across 12 sites participating in the Black Women First (BWF) initiative to gauge preparedness to implement bundled interventions. Readiness was assessed using the organizational readiness for implementing change (ORIC) scale, and two open-ended questions examined facilitators and barriers. Associations between participant and organizational level factors were evaluated using linear models with clustering by site at baseline, 6- and 12-months. Pre-implementation interviews were conducted with staff virtually and transcripts were managed in NVivo. Directed content analysis was used to explore implementation barriers and facilitators. Findings Sites demonstrated high levels of organizational readiness at baseline; overall organizational readiness for implementing change (ORIC) (mean 56.4, median 59, interquartile range [IQR] 5) and subscales of the ORIC change efficacy (mean 32.4, median 35, IQR 4), change commitment (mean 24, median 25, IQR 1), which is consistent with willingness and capability to implement bundled interventions for Black women with HIV. Organizational readiness remained high at 6- and 12-month follow-up periods. Staff role was significantly associated with organizational readiness (p = 0.007), change efficacy (p = 0.006), and change commitment (p = 0.020) at 6 months. Qualitative analysis indicated strategic planning and assessment (e.g., team coordination and the development of workflows to support implementation); organizational change through network weaving across silos within the organization, and communications systems that engage external partners, as well as resources available for hiring and training, supported readiness. Collaborative leadership and organizational buy-in, staff motivation, and partnerships facilitated implementation processes. Conclusions Organizations in the BWF initiative have high levels of organizational readiness reflecting willingness and capability to implement bundled interventions for Black women with HIV. Future research should examine the relationship between readiness and clinical outcomes.

Purpose: This study consisted of a psychometric analysis of the brief and expanded versions of the Organizational Readiness for Implementing Change (ORIC) to assess the scale's validity and reliability in a child welfare setting. Method: Based on responses from a sample of 313 child welfare professionals, factorial structure was assessed through exploratory and confirmatory factor analysis. Construct validity was assessed through correlations with theoretically linked concepts, and internal consistency was assessed through Cronbach's alpha. Results: Factor analysis yielded a unidimensional structure for the brief version and a two-factor structure for the expanded version. However, the models did not meet the standards for sufficient fit, as evidenced by the fit indices. Both the brief and expanded versions were significantly and positively correlated with theoretically linked concepts. Internal consistency of the brief (α =.96) and expanded versions (α =.96) was excellent. Discussion: Though the measure holds promise with respect to construct validity and internal consistency, further testing of the factorial structure in a variety of child welfare samples is warranted. Conclusion: This study supports the field of child welfare with information regarding one possible measure of organizational readiness, an important concept in implementation science. [ABSTRACT FROM AUTHOR]

Background: Evidence-based and evidence-informed interventions designed to address gaps in the HIV care continuum have the potential to improve HIV care and treatment. However, inadequate organizational readiness can derail intervention uptake, prevent the integration of interventions, and contribute to suboptimal HIV treatment outcomes. This study sought to understand organizational readiness to implement bundled interventions for Black women with HIV and inform facilitators and barriers to implementation. Methods: We conducted a mixed methods readiness assessment across 12 sites participating in the Black Women First (BWF) initiative to gauge preparedness to implement bundled interventions. Readiness was assessed using the organizational readiness for implementing change (ORIC) scale, and two open-ended questions examined facilitators and barriers. Associations between participant and organizational level factors were evaluated using linear models with clustering by site at baseline, 6- and 12-months. Pre-implementation interviews were conducted with staff virtually and transcripts were managed in NVivo. Directed content analysis was used to explore implementation barriers and facilitators. Findings: Sites demonstrated high levels of organizational readiness at baseline; overall organizational readiness for implementing change (ORIC) (mean 56.4, median 59, interquartile range [IQR] 5) and subscales of the ORIC change efficacy (mean 32.4, median 35, IQR 4), change commitment (mean 24, median 25, IQR 1), which is consistent with willingness and capability to implement bundled interventions for Black women with HIV. Organizational readiness remained high at 6- and 12-month follow-up periods. Staff role was significantly associated with organizational readiness (p = 0.007), change efficacy (p = 0.006), and change commitment (p = 0.020) at 6 months. Qualitative analysis indicated strategic planning and assessment (e.g., team coordination and the development of workflows to support implementation); organizational change through network weaving across silos within the organization, and communications systems that engage external partners, as well as resources available for hiring and training, supported readiness. Collaborative leadership and organizational buy-in, staff motivation, and partnerships facilitated implementation processes. Conclusions: Organizations in the BWF initiative have high levels of organizational readiness reflecting willingness and capability to implement bundled interventions for Black women with HIV. Future research should examine the relationship between readiness and clinical outcomes. [ABSTRACT FROM AUTHOR]

Small and medium-sized enterprises (SMEs) operating in Thailand's food manufacturing sector face increasing pressure to embrace digital transformation. This study explores the critical factors influencing digital transformation in SMEs, focusing on digital organizational culture, knowledge acquisition, and organizational readiness. Drawing upon the Technology–Organization–Environment (TOE) framework, we investigate the relationships between digital organizational culture, knowledge acquisition, organizational readiness, and digital transformation. Data were collected from 198 food manufacturing SMEs using purposive sampling and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Our findings underscore the pivotal role of digital organizational culture and knowledge acquisition in facilitating digital transformation within Thai SMEs. We also reveal that organizational readiness acts as a full mediator, significantly impacting the success of digital transformation initiatives. Practically, this study highlights the importance of fostering a robust digital organizational culture through collaborative efforts and advocating for knowledge exchange from external sources. Additionally, it emphasizes the need for SMEs to allocate resources and prioritize readiness for change to ensure seamless digital transformation. Theoretically, our research contributes to a deeper understanding of the digital transformation journey within the context of SMEs in the food manufacturing industry. By aligning with the TOE framework, we provide valuable insights tailored to SMEs, offering guidance for navigating the complexities of digital transformation in today's rapidly evolving business landscape. [ABSTRACT FROM AUTHOR]

The study seeks to assess how human capital, encompassing aspects like knowledge, skills, experience, and abilities, impacts the attainment of organizational readiness across cognitive, emotional, and behavioral dimensions at Central Technical University. The problem of the study begins by addressing the basic question of revealing the degree of influence of human capital on achieving organizational readiness and also knowing what are the organizational benefits resulting from human capital and whether this has a direct or indirect impact on building organizational readiness. The importance of the research was to address a problem that most people face. Organizations in general, and Central Technical University in particular, which is represented by the rapid change in the environmental requirements associated with them, which lies in the need for continuous change to build organizational readiness that seeks to achieve the organizations' requirements and needs. The researchers utilized a descriptive-analytical method, focusing on a sample of administrative leaders from Middle Technical University. They also utilized a survey form to gather data, distributing a total of 310 forms and receiving back 296. The collected data underwent testing through statistical programs such as EXCEL and SPSS v.23. There are many results, most notably the existence of a significant relationship between human capital with its dimensions and organizational readiness, and that the dimensions of the human capital variable are available at a good level, especially in the skills and capabilities dimension. However, they need more focus, especially in terms of providing training programs capable of addressing the problems that exist to enable them. To make appropriate decisions based on sound scientific foundations. [ABSTRACT FROM AUTHOR]

BACKGROUND: This article aims to perform a psychometric assessment of the scale of organizational readiness for digital innovations in a transition economy and to examine the antecedents of organizational readiness for digital innovations. METHODOLOGY: The study employed a quantitative research method to analyze data collected from a sample of 1236 health professionals. The scale secondary confirmatory factor and linear regression analysis were employed to verify organizational readiness and test the respective hypotheses about organizational readiness for digital innovation, respectively. RESULTS/CONCLUSIONS: The research findings show that the organizational readiness scale for digital innovations is valid and reliable in transition economies. Findings show that the relationship between variables such as adaptation of human resources (AHR), cognitive readiness (COR), planning for new telehealth and e-health (PNTH), IT readiness (ITR), resource readiness (RR), partnership readiness (PR), and cultural readiness (CUR) are correlated with the innovations implementation effectiveness (IIE), and organizational readiness for digital innovation is positive statistically significant. Findings also suggest that Integration of old technologies (IoT) and organizational readiness for digital innovation is statistically significant and have negative relationship. [ABSTRACT FROM AUTHOR]

All of the Primary Healthcare located in Bekasi have planned preparations for implementing electronic medical records (EMR) to comply with the Minister of Health Regulation No. 24 of 2022, which requires every health service facility in Indonesia to implement EMR by December 31, 2023, at the latest. Organizational readiness is one aspect that needs to be considered to successfully EMR implementation. The purpose of this study is to determine the readiness for RME implementation in Puskesmas in Bekasi in terms of management capacity, financial and budgeting capacity, operational capacity, technology capacity, and organizational alignment. The research used in-depth interviews with 12 informants from 12 Primary Healthcare in different sub-districts of the City of Bekasi, selected using purposive sampling technique. The results showed that management capacity had an average score of 19.6; financial capacity had an average score of 10,5; operational capacity had an average score of 10,75; technology capacity had an average score of 7; and organizational alignment had an average score of 14. The average organizational readiness score in the 12 Primary Healthcare in Bekasi was 61,92 out of 75. This indicates that Puskesmas in Bekasi are organizationally prepared in terms of management capacity and organizational alignment, but not ready yet in terms of financial and budgetary capacity, operations, and technology. To effectively implement EMR in Puskesmas, several strategic steps need to be applied. [ABSTRACT FROM AUTHOR]

Danish schools offering "preparatory basic education and training" (FGU schools) have students that are characterized by having different academic, social, or personal problems. In addition, many FGU students are at high risk of suicidal behavior. Many young people with suicide behavior do not seek help and early identification is important for suicide prevention. Teachers are in a position where it could be relevant to implement a gatekeeper intervention. To ensure successful implementation of an intervention, it is important to establish organizational readiness for change, including its innovation‐specific capacity, which are the facilitating requirements in the organization specific to the intervention. We aimed to explore the innovation‐specific capacity to implement a gatekeeper intervention at FGU schools in Denmark. This study is based on an online survey completed by teaching staff (n = 251) at FGU schools to explore their overall knowledge about and experience with students' suicidal behavior. Limited knowledge of suicide prevention was found among teaching staff. Most knowledge was from personal experience. There is a need for teaching staff to be educated about suicidal behavior. There is a lack of innovation‐specific capacity to implement a gatekeeper intervention. Practitioner Points: Teachers in Denmark lack knowledge about suicidal behavior.Teachers need education to meet the innovation‐specific capacity to be able to implement a gatekeeper intervention at schools.Nearly half of teachers have experienced students with suicidal behavior. [ABSTRACT FROM AUTHOR]

Modern business, based on modern technologies, require strategy initiative that incorporates different forms of digital technologies across all areas of the organisation, with aim to identify ways to improve operational efficiency and faster comercialisation of products or services. Digital transformation is becoming important strategy for each organisation to meet these objectives. This study presents an in-depth evaluation of a company’s readiness for digital transformation. Employing a methodical approach that includes extensive stakeholder interviews and a meticulously designed digital readiness survey, this research identifies critical areas where technological enhancement and strategic digital deployment could significantly improve organizational efficiency and competitiveness on a global scale. The paper outlines a framework tailored to guide enterprises through their digital transformation journeys effectively, facilitating better operational efficiencies and sustainable growth. [ABSTRACT FROM AUTHOR]

In the context of Vietnam's primary schools undergoing a digital transformation, this research investigates the relationship between organizational culture (OC), digital capabilities (DC), and organizational readiness (OR) for change. This survey, which employs a quantitative methodology, includes 892 teachers and school managers from different elementary schools. Analyses were conducted using SPSS Statistics 26.0. The study shows a favorable relationship between digital skills and organizational readiness, suggesting that more digitally capable institutions are better equipped to handle change. Furthermore, a significant correlation exists between corporate culture, digital skills, and organizational readiness, indicating that schools with a creative and supportive culture are more prone to embrace digital change. These results advance knowledge of the variables affecting organizational change-readiness in Vietnam's primary school digital transformation. These results also have significant implications for educational policymakers, school administrators, and other stakeholders facilitating digital transformation in primary schools. By recognizing the benefits of digital capabilities and organizational culture for organizational change readiness, decision-makers can implement strategies to foster a supportive culture and enhance digital capabilities within educational institutions, ultimately leading to more successful and effective digital transformation initiatives. [ABSTRACT FROM AUTHOR]

Meaningful gains in health outcomes require successful implementation of evidence-based interventions. Organizations such as health facilities must be ready to implement efficacious interventions, but tools to measure organizational readiness have rarely been validated outside of high-income settings. We conducted a pilot study of the organizational readiness to implement change (ORIC) measure in public primary care facilities serving Bushbuckridge Municipality in South Africa in early 2019. We administered the 10-item ORIC to 54 nurses and lay counsellors in 9 facilities to gauge readiness to implement the national Central Chronic Medicine Dispensing and Distribution (CCMDD) programme intended to declutter busy health facilities. We used exploratory factor analysis (EFA) to identify factor structure. We used Cronbach alpha and intraclass correlation (ICC) to assess reliability at the individual and facility levels. To assess validity, we drew on existing data from routine clinic monitoring and a 2018 quality assessment to test the correlation of ORIC with facility resources, value of CCMDD programme, and better programme uptake and service quality. Six items from the ORIC loaded onto a single factor with Cronbach's alpha of 0.82 and ICC of 0.23. While facility ORIC score was not correlated with implementation of CCMDD, higher scores were correlated with facility resources, perceived value of the CCMDD program, patient satisfaction with wait time, and greater linkage to care following positive HIV testing. The study is limited by measuring ORIC after programme implementation. The findings support the relevance of ORIC, but identify a need for greater adaptation and validation of the measure.

One of the characteristics of the fourth industrial revolution is the creation of production intelligence through real-time data to make accurate and timely decisions. Therefore, data-driven statistical process control is expected to significantly contribute to the advancement of intelligent manufacturing. For this reason, statistical process control has become one of the most widely used tools to maintain an acceptable level of quality characteristics in the era of Industry 4.0. In this article, organizational readiness factors for the establishment of intelligent statistical process control in the age of the fourth industrial revolution in the gas industry were investigated. For this purpose, after identifying the control structure of the intelligent statistical process of applying the literature review, 12 factors of organizational readiness in order to achieve this goal were presented in the form of a framework. Then the relationship and sequence of these factors were determined by fuzzy interpretive structural modeling. Next, the obtained model was verified using the structured equation modeling approach. The presented model can be a guide for the gas industry in implementing an intelligent statistical process control system to provide better services and less defects.

Introduction/Background: Safe and quality surgery is crucial for child health. In Rwanda, district hospitals serve as primary entry points for pediatric patients needing surgical care. This paper reports on the organizational readiness and facility capacity to provide pediatric surgery in three district hospitals in rural Rwanda. Methods: We administered the Children's Surgical Assessment Tool, adapted for a Rwandan district hospital, to assess facility readiness across 5 domains (infrastructure, workforce, service delivery, financing, and training) at three Partners in Health supported district hospitals (Kirehe, Rwinkwavu, and Butaro District Hospitals). We used the Safe Surgery Organizational Readiness Tool (SSORT) to measure perceived individual and team readiness to implement surgical quality improvement interventions across 14 domains. Results: None of the facilities had a dedicated pediatric surgeon, and the most common barriers to pediatric surgery were lack of surgeon (68%), lack of physician anesthesiologists (19%), and inadequate infrastructure (17%). There were gaps in operating and recovery room infrastructure and information management for pediatric outpatients and referrals. In SSORT interviews (n = 47), the highest barriers to increasing pediatric surgery capacity were facility capacity (mean score = 2.6 out of 5), psychological safety (median score = 3.0 out of 5), and resistance to change (mean score = 1.5 out of 5 with 5 = no resistance). Conclusions: This study highlights challenges in providing safe and high‐quality surgical care to pediatric patients in three rural district hospitals in Rwanda. It underscores the need for targeted interventions to address facility and organizational barriers prior to implementing interventions to expand pediatric surgical capacity. [ABSTRACT FROM AUTHOR]

Little is known about the relationship between treatment organization characteristics and client outcomes or drug-related harms in community opiate substitution therapy. In the absence of sufficient scientific evidence, the organizational configuration of addiction treatment services is often decided on an ad hoc and sometimes politically motivated basis as the evaluation of the impact of policies or practices on clients at the organizational level is limited. The objective of this multi-site cross-sectional study was to identify and understand how client characteristics and staff perceptions of organizational functioning related to client engagement in community-based opiate substitution therapy services in Ireland. This paper reports on a cross-sectional survey of clients (n = 262) and staff (n = 132) questionnaires across 12 discrete community-based prescribing service providers (organizations) in Ireland. Measures of client engagement in treatment were shown to be higher in organizations with more positive staff ratings of organizational functioning. In particular, in organizations where staff reported having greater job autonomy, clients reported better overall engagement. Specifically, greater staff autonomy in organizations related to greater levels of treatment participation (p = 0.034), treatment satisfaction (p < 0.001), and better rapport with staff (p < 0.001). Clients who were the longest in treatment expressed significantly poorer rapport with staff (p = 0.44) and were less likely to seek out support from peers (p = 0.023), while those in stable accommodation reported greater participation in treatment (p = 0.009). Levels of peer support were not related to organizational characteristics, but clients with lower levels of education (p = 0.002) and those in early treatment (p = 0.017) were more likely to seek support from peers. The findings establish the importance of assessing organizational and client attributes as part of an overall strategy for enhancing the quality of treatment. This paper provides valuable information for policymakers and provides an ample basis for further exploration of how treatment organizations work, and not just that they work. Policymakers and planners need to consider introducing specific interventions for clients or staff in the context of a 'whole systems' approach. From an organizational and planning perspective, this should involve further consideration of measures that relate to increasing staff's sense of autonomy. This paper provides further evidence that the success of policy-making or planning relating to treatment organizations can be successfully measured at the client and organizational levels. [ABSTRACT FROM AUTHOR]

Background: Strengthening health systems through planned safety and quality improvement initiatives is an imperative to achieve more equitable, resilient, and effective care. And yet, years of organizational behavior research demonstrate that change initiatives often fall short because managers fail to account for organizational readiness for change. This finding remains true especially among surgical safety and quality improvement initiatives in low-income countries and middle-income countries. In this study, our aim was to psychometrically assess the construct validity and internal consistency of the Safe Surgery Organizational Readiness Tool (SSORT), a short survey tool designed to provide change leaders with insight into facility infrastructure that supports learning and readiness to undertake change. Materials and methods: To demonstrate generalizability and achieve a large sample size (n=1706) to conduct exploratory factor analysis (EFA) and confirmatory factor analysis (CFA), a collaboration between seven surgical and anesthesia safety and quality improvement initiatives was formed. Collected survey data from health care workers were divided into pilot, exploration, and confirmation samples. The pilot sample was used to assess feasibility. The exploration sample was used to conduct EFA, while the confirmation sample was used to conduct CFA. Factor internal consistency was assessed using Cronbach's alpha coefficient. Results: Results of the EFA retained 9 of the 16 proposed factors associated with readiness to change. CFA results of the identified 9 factor model, measured by 28 survey items, demonstrated excellent fit to data. These factors (appropriateness, resistance to change, team efficacy, team learning orientation, team valence, communication about change, learning environment, vision for sustainability, and facility capacity) were also found to be internally consistent. Conclusion: Our findings suggest that communication, team learning, and supportive environment are components of change readiness that can be reliably measured prior to implementation of projects that promote surgical safety and quality improvement in low-income countries and middle-income countries. Future research can link performance on identified factors to outcomes that matter most to patients. [ABSTRACT FROM AUTHOR]

This study examines the adoption and institutionalization of Green Human Resource Management (Green HRM) in Malaysian SMEs, focusing on the influence of Perceived Organizational Green Readiness (POG) and Perceived External Green Readiness (PEG) on the institutionalization of Green HRM (ING). Utilizing structural equation modeling from a sample of 425 respondents for Malaysian SMEs, the research reveals that POG and PEG significantly predict the Initial adoption of Green HRM (IAG), which mediates their impact on ING. This study also identifies a moderating role of corporate social responsibility (CSR) in the relationship between IAG and ING. Theoretical contributions extend stakeholder theory, the E-Commerce Adoption Model, the Organizational Readiness to Change (ORC) framework, and CSR theory to the Green HRM context. The findings provide practical insights for SMEs on aligning Green HRM with organizational strategies and external factors for effective institutionalization. This research contributes to the understanding of Green HRM processes, emphasizing the importance of initial adoption and the intricate role of CSR in sustainable business practices. [ABSTRACT FROM AUTHOR]

Background: Schools are a key setting for supporting youth physical activity, given their broad reach and diverse student populations. Organizational readiness is a precursor to the successful implementation of school-based physical activity opportunities. The R = MC2 heuristic (Readiness = Motivation x Innovation-Specific Capacity x General Capacity) describes readiness as a function of an organization's motivation and capacity to implement an innovation and can be applied to better understand the implementation process. The purpose of this study was to explore the barriers to and facilitators of implementing school-based physical activity opportunities in the context of organizational readiness. Methods: We analyzed interview data from 15 elementary school staff (principals, assistant principals, physical education teachers, and classroom teachers) from a school district in Texas. We focused on factors related to adopting, implementing, and sustaining a variety of school-based physical activity opportunities. We used the Framework Method to guide the analysis and coded data using deductive (informed by the R = MC2 heuristic) and inductive approaches. Themes were generated using the frequency, depth, and richness of participant responses. Results: Four themes emerged from the data: (1) implementation is aided by the presence of internal and external relationships; (2) physical activity opportunities compete with other school priorities; (3) seeing the benefits of physical activity opportunities motivates school staff toward implementation; and (4) staff buy-in is critical to the implementation process. Themes 1–3 aligned with subcomponents of the R = MC2 heuristic (intra- and inter-organizational relationships, priority, and observability), whereas Theme 4 (staff buy-in) related to multiple subcomponents within the Motivation component but was ultimately viewed as a distinct construct. Conclusion: Our results highlight and explain how key readiness constructs impact the implementation of school-based physical activity opportunities. They also highlight the importance of obtaining staff buy-in when implementing in the school setting. This information is critical to developing readiness-building strategies that help schools improve their capacity to deliver physical activity opportunities effectively. Trial registration: Not applicable. [ABSTRACT FROM AUTHOR]

Primary care is an opportune setting to deliver treatments for co-occurring substance use and mental health disorders; however, treatment delivery can be challenging due multi-level implementation barriers. Documenting organizational context can provide insight into implementation barriers and the adaptation of new processes into usual care workflows. This study surveyed primary care and behavioral health staff from 13 clinics implementing a collaborative care intervention for opioid use disorders co-occurring with PTSD and/or depression as part of a multisite randomized controlled trial. A total of 323 completed an online survey for a 60% response rate. The Consolidated Framework for Implementation Research guided this assessment of multi-level factors that influence implementation. Most areas for improvement focused on inner setting (organizational level) constructs whereas individual-level constructs tended to be strengths. This work addresses a research gap regarding how organizational analyses can be used prior to implementation and provides practical implications for researchers and clinic leaders. [ABSTRACT FROM AUTHOR]

This research was conducted with the aim of determining the influence of relative advantage, organizational readiness, effort expectations and facilitating conditions on the implementation of accounting digitalization using a sampling technique, namely purposive sampling. This research was obtained in the form of primary data using collection techniques through questionnaires with a total of 116 MSME respondents in the city of Surakarta. The research method used is quantitative with data analysis techniques, namely variantbased Structural Equation Modeling (SEM). The data that has been collected is analyzed using SmartPLS 4. The results of this research find that expectations of efforts and facilitating conditions have a positive effect on the implementation of accounting digitalization, which means that accounting digitalization provides convenience and adequate facilities. Meanwhile, relative superiority and organizational readiness have a negative effect on the implementation of accounting digitalization, which means that MSME players feel that accounting digitalization does not provide adequate information for their business processes. The implication of the results of this research is to encourage the government to support the use of digital accounting among MSMEs by providing training in the form of socializing the use of new applications or technology to simplify the process of managing business finances. [ABSTRACT FROM AUTHOR]

One of the characteristics of the fourth industrial revolution is the creation of production intelligence through real-time data to make accurate and timely decisions. Therefore, data-driven statistical process control is expected to significantly contribute to the advancement of intelligent manufacturing. For this reason, statistical process control has become one of the most widely used tools to maintain an acceptable level of quality characteristics in the era of Industry 4.0. In this article, organizational readiness factors for the establishment of intelligent statistical process control in the age of the fourth industrial revolution in the gas industry were investigated. For this purpose, after identifying the control structure of the intelligent statistical process of applying the literature review, 12 factors of organizational readiness in order to achieve this goal were presented in the form of a framework. Then the relationship and sequence of these factors were determined by fuzzy interpretive structural modeling. Next, the obtained model was verified using the structured equation modeling approach. The presented model can be a guide for the gas industry in implementing an intelligent statistical process control system to provide better services and less defects. [ABSTRACT FROM AUTHOR]

IntroductionCapacity building strategies have been used to improve uptake of knowledge translation (KT) activities among academic institutions, but little is known about their effectiveness, contextual responsiveness, and adaptability. Many of these strategies target individuals while few address institutional gaps. This research describes the determinants for conducting KT (or readiness to conduct such activities) at the institutional level across diverse LMIC contexts to inform the development of capacity building strategies.MethodsWe conducted a survey to assess organizational readiness to conduct KT to public health researchers and practitioners from six academic institutions in Bangladesh, Ethiopia, DRC, India, Indonesia and Nigeria and members of a global knowledge-to-action working group. We assessed the frequency of barriers and facilitators to KT and their relationship to age, gender, country, and KT experience. We then performed logistic regression to identify determinants of five underlying factors demonstrated to influence KT readiness in LMICs (Institutional Climate, Organization Change Efficacy, Prioritization and Cosmopolitanism, Self-Efficacy and Financial Resource) along with their composite score, which represented an overall readiness score to conduct KT.ResultsA total of 111 responses were included in the final analysis. Participants represented 10 LMICs; a majority were 30–49 years old (57%) and most were male (53%). Most participants had professional foci in research (84%), teaching (62%), and project coordination (36%) and 59% indicated they had experience with KT. Common facilitators included motivated faculty (57%) and dedicated personnel (40%). Funding (60%), training (37%), and time (37%) were the most frequently reported barriers. In the adjusted model, age, gender, country, and professional focus were significantly associated with at least one factor. Prior experience with KT was significantly and positively (OR = 9.07; CI: 1.60–51.58; p < 0.05) associated with the overall KT readiness to conduct KT.DiscussionDifferent KT readiness factors are relevant for younger (institutional climate) vs. older (self-efficacy) academic professionals, suggesting value in cross-generational collaborations. Leadership and gender were both relevant for organizational change efficacy indicating a need to engage leaders and promote women to influence organizational change. Institutions in different countries may be at different stages of change; readiness assessments can be used to systematically identify needs and develop targeted strategies.

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Implementing evidence‐based interventions remains slow in federally qualified health centers (FQHCs). The purpose of this study is to qualitatively examine the R = MC2 (Readiness = motivation × innovation specific capacity × general capacity) heuristic subcomponents in the context of implementing general and colorectal cancer screening (CRCS)‐related practice changes in FQHCs. We conducted 17 interviews with FQHC employees to examine (1) experiences with successful or unsuccessful practice change efforts, (2) using approaches to promote CRCS, and (3) opinions about R = MC2 subcomponents. We conducted a rapid qualitative analysis to examine the frequency, depth, and spontaneity of subcomponents. Priority, compatibility, observability (motivation), intra‐ and interorganizational relationships (innovation‐specific capacity), and organizational structure and resource utilization (general capacity) emerged as highly relevant. For example, organizational structure was described as related to an organization's open communication during meetings to help with scheduling procedures. The results contribute to understanding organizational readiness in the FQHC setting and can be helpful when identifying and prioritizing barriers and facilitators that affect implementation. [ABSTRACT FROM AUTHOR]

Objective Heatlhcare institutions are establishing frameworks to govern and promote the implementation of accurate, actionable, and reliable machine learning models that integrate with clinical workflow. Such governance frameworks require an accompanying technical framework to deploy models in a resource efficient, safe and high-quality manner. Here we present DEPLOYR, a technical framework for enabling real-time deployment and monitoring of researcher-created models into a widely used electronic medical record system. Materials and Methods We discuss core functionality and design decisions, including mechanisms to trigger inference based on actions within electronic medical record software, modules that collect real-time data to make inferences, mechanisms that close-the-loop by displaying inferences back to end-users within their workflow, monitoring modules that track performance of deployed models over time, silent deployment capabilities, and mechanisms to prospectively evaluate a deployed model's impact. Results We demonstrate the use of DEPLOYR by silently deploying and prospectively evaluating 12 machine learning models trained using electronic medical record data that predict laboratory diagnostic results, triggered by clinician button-clicks in Stanford Health Care's electronic medical record. Discussion Our study highlights the need and feasibility for such silent deployment, because prospectively measured performance varies from retrospective estimates. When possible, we recommend using prospectively estimated performance measures during silent trials to make final go decisions for model deployment. Conclusion Machine learning applications in healthcare are extensively researched, but successful translations to the bedside are rare. By describing DEPLOYR, we aim to inform machine learning deployment best practices and help bridge the model implementation gap. [ABSTRACT FROM AUTHOR]

Purpose – The main factor that leads organizations to implement Building Information Modeling (BIM) is customer demand. While this is a frequent topic in the BIM literature, few studies address BIM organizational readiness. Due to this gap in BIM implementation literature, this paper aims to understand what affects organizational BIM readiness and how the BIM readiness process occurs. Design/methodology/approach – The present paper adopts design science research as a methodological approach. A literature review examined 69 journal articles. The analysis focused on multiple theories, such as organizational readiness for change, adoption and diffusion of innovations and project management. Findings – By investigating BIM organizational readiness, this study presents a construct and a conceptual model for driving BIM readiness. Originality/value – This study can benefit researchers and organizations. The results presented may drive further research and discussions on the topic. But it is important to state that these results must be tested on real situations.

Abstract Background Organizational readiness is a key factor for successful implementation of evidence-based interventions (EBIs), but a valid and reliable measure to assess readiness across contexts and settings is needed. The R = MC2 heuristic posits that organizational readiness stems from an organization’s motivation, capacity to implement a specific innovation, and its general capacity. This paper describes a process used to examine the face and content validity of items in a readiness survey developed to assess organizational readiness (based on R = MC2) among federally qualified health centers (FQHC) implementing colorectal cancer screening (CRCS) EBIs. Methods We conducted 20 cognitive interviews with FQHC staff (clinical and non-clinical) in South Carolina and Texas. Participants were provided a subset of items from the readiness survey to review. A semi-structured interview guide was developed to elicit feedback from participants using “think aloud” and probing techniques. Participants were recruited using a purposive sampling approach and interviews were conducted virtually using Zoom and WebEx. Participants were asked 1) about the relevancy of items, 2) how they interpreted the meaning of items or specific terms, 3) to identify items that were difficult to understand, and 4) how items could be improved. Interviews were transcribed verbatim and coded in ATLAS.ti. Findings were used to revise the readiness survey. Results Key recommendations included reducing the survey length and removing redundant or difficult to understand items. Additionally, participants recommended using consistent terms throughout (e.g., other units/teams vs. departments) the survey and changing pronouns (e.g., people, we) to be more specific (e.g., leadership, staff). Moreover, participants recommended specifying ambiguous terms (e.g., define what “better” means). Conclusion Use of cognitive interviews allowed for an engaged process to refine an existing measure of readiness. The improved and finalized readiness survey can be used to support and improve implementation of CRCS EBIs in the clinic setting and thus reduce the cancer burden and cancer-related health disparities.

Objective: The purpose of this study was to determine the effect of transformational and transactional leadership styles on organizational readiness for change among health professionals in the case of selected public hospitals in the North Showa Zone, Oromia Region, Ethiopia. Methods: The institutional-based cross-sectional study design was employed for one month in April 2021. The data were collected from a sample of 212 subordinate health professional staffs. Multi-factor leadership surveys and organizational readiness for change questionnaires were used for data collection. Data were analyzed using descriptive statistics and exploratory factor analysis, run on the SPSS 23 version. Pearson correlation and multiple regressions were used. Multiple regression results were expressed using the statistical values R 2 and β-coefficient. Statistical significance was declared at a P -value of <.05. Result: The Pearson product correlation of organizational readiness for change was found to be low positive and statistically significant for both transformational leadership behavior (r =.49, P <.01) and transactional leadership behavior (r =.39, P <.01). Both transformational leadership behavior (t = 5.32, P =.00) and transactional leadership behavior (t = 2.08, P =.034) were found to be significant contributors to the variance of organizational readiness for change among health professionals, according to the findings. However, transformational leadership behavior style appears to make a more significant contribution (β = 0.39) than transactional leadership style (β = 0.15) in predicting organizational readiness for change among health professionals. Conclusion: The study revealed that whenever transformational and/or transactional leadership behaviors are exhibited by the administrative staff, readiness for organizational change (commitment and efficacy) increases among health professionals. The study also concluded that a quarter of the readiness for organizational change can be affected by the two leadership styles. [ABSTRACT FROM AUTHOR]

The advancement of technology offers various opportunities for business organizations to achieve sustainable growth. Through emerging technologies, business organizations are able to collect and analyze essential information vital for the acceleration of innovation. Therefore, this study investigated how big data contribute to the innovation activities of manufacturing entrepreneurs in terms of big data analytic capability (BDAC). The aim of this study was to relate BDAC to organizational readiness and innovation performance (IP). Moreover, we examined the mediating role of organizational readiness between BDAC and IP. We also examined the strengthening role of digital orientation. To collect the study data, we approached 494 frontline managers of the manufacturing sector of Saudi Arabia. The collected data were analyzed using statistical techniques such as descriptive, correlation, and hierarchical regression techniques. We found that BDAC plays a vital role in developing organizational readiness and IP. The findings also proved that organizational readiness has a significant effect on IP. The results revealed that organizational readiness mediates between BDAC and IP. [ABSTRACT FROM AUTHOR]