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The Journal of Behavioral Health Services & Research
Erschienen in: The Journal of Behavioral Health Services & Research 1/2010

01.01.2010 | Regular Article

Implementation of Evidence-Based Practice and Organizational Performance

verfasst von: Peter S. Hovmand, PhD, David F. Gillespie, PhD

Erschienen in: The Journal of Behavioral Health Services & Research | Ausgabe 1/2010

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Abstract

Administrators of mental health services may expect evidence-based practice (EBP) to offer strategic benefits. Existing theory suggests that the benefits of implementing EBP vary by organizational characteristics. This paper presents a conceptual framework for considering how implementation impacts organizational performance. The framework is developed as a system dynamics simulation model based on existing literature, organizational theory, and key informant interviews with mental health services administrators and clinical directors. Results from the simulations show how gains in performance depended on organizations’ initial inertia and initial efficiency and that only the most efficient organizations may see benefits in organizational performance from implementing EBP. Implications for administrators, policy makers, and services researchers are discussed.
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Metadaten
Titel
Implementation of Evidence-Based Practice and Organizational Performance
verfasst von
Peter S. Hovmand, PhD
David F. Gillespie, PhD
Publikationsdatum
01.01.2010
Verlag
Springer US
Erschienen in
The Journal of Behavioral Health Services & Research / Ausgabe 1/2010
Print ISSN: 1094-3412
Elektronische ISSN: 2168-6793
DOI
https://doi.org/10.1007/s11414-008-9154-y

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