Integrating existing and novel methods to understand organizational context: A case study of an academic-public health department partnership

Abstract

Purpose: In this manuscript we illustrate how implementation science (IS) researchers and practitioners can deploy and integrate existing and novel methods to develop a more comprehensive understanding of organizational context, particularly organizational routines and processes, to inform adaptation and implementation of evidence-based interventions.

Methods: The work reported here was part of a broader investigation of how to adapt and implement a three-component combination intervention in a county health department in Mobile, Alabama. Based on pre-implementation efforts to assess local context and barriers to implementation, we first describe three approaches that can be effectively used to elucidate organizational routines and processes, followed by a description of how these approaches were applied in our study. We conclude with a discussion of lessons learned and recommendations for how these approaches can be applied and improved upon by other IS researchers.

Results/conclusions: Multiple methods used iteratively and collaboratively with implementation partners can enhance our understanding of nuanced organizational routines and better inform efforts to adapt and implement evidence-based interventions in complex organizational settings.

Keywords: Collaborative process mapping; Evidence-based intervention adaptation; Implementation science; Multiple methods; Organizational routines.