Table 1:

Implementation Strategy Specification²²

Action	Develop academic/clinical/research workgroup with implementation experts	Physical move of the organization and colocation of clinicians and researchers	Decentralize leadership structure	Use of “champions” for delivery of evidence-based practices	Developm ent of pay incentives, promotion, tuition reimbursement program, and internal funding opportunities	Opportunities for shadowing clinical and research peers, lunch and learn events, and social and educational gatherings
Implementation strategy name12	Use an implementation advisor Develop academic partnerships	Change physical structure and equipment Ongoing consultation and educational meetings	Revise professional roles	Identify and prepare champions Revise professional roles	Alter allowance / incentive structures	Promote network weaving
Actor(s)	Senior organizational leaders, academic partners	Senior organizational leaders	Senior and middle organizational leader	Middle and front-line organizational leaders	Senior organizational leaders	Middle and front-line organizational leaders
Target(s) of the action	Organizational leadership (senior leadership)	All staff	Clinicians and researchers	Clinicians	Clinicians and researchers	Clinicians and researchers
Dose	Varied based on needs (met weekly earlier in project, decreasing to quarterly)	One instance of major change (with iterative improvements as needed based on consultations, dynamic education, and feedback)	Leadership roles added at senior, middle, and front-line levels to facilitate clinical-research integration with more regular presence	Number of champions (lab therapists) per topic area varies based on need (e.g. gait, shoulder, cardiopulmonary, pain, wheelchair skills, etc)	Four ‘doses’ or types of funding target different populations and purposes (pay incentives, promotion, tuition reimbursement, internal research funding)	Local-level dosing (e.g., unit or team-based lunch n’ learns) and organization-level dosing (e.g., weekly education al grand rounds)
Justification	Collaborative research between organization senior researchers and academic experts12	Research that suggests proximity and open workspaces might improve collaboration and innovation.7–9	Knowledge brokers (social network and brokerage theory)11	Knowledge brokers (social network and brokerage theory)10–11	Research that suggests providing financial and other types of compensation for research engagement 2	Brokering knowledge and building research competencies 2,11
Implementat-ion outcomes	Acceptability was measured by the EBPAS and the OCRBS Penetration and Effectiveness were indirectly measured by the EBPQ Feasibility was measured through the open-ended questions described in the report

Note: Temporality is noted in the timeline figure

Abbreviations: EBPAS, Evidence-Based Practice Attitudes Scale; EBPQ, Evidence-Based Practice Questionnaire; OCRBS, Organizational Change Recipients’ Beliefs Scale