Table 1.
Stimulating organisational development, sustainability, and dissemination of healthcare innovations in hospitals: interventions and their specific components at different levels
| Intervention | Level | Specific components |
|---|---|---|
| Implementation of the multilevel quality collaborative (MQC) | Unit/team (Micro) | - Six collaboratives: Breakthrough projects implemented by multidisciplinary teams (features: team training meetings, knowledge about best practices, plan-do-study-act cycles, performance monitoring), supported and facilitated by external change agents |
| Hospital (Meso) | - Leadership programme (strategic and tactical management), facilitated by external change agents | |
| - Internal hospital programme structure (supporting congruence between levels and to track progress) | ||
| Arranging supportive conditions/incentives in the environment of hospitals | National (Macro)a | - National focus/agenda setting (Better Faster topics) |
| - Increased competition between hospitals (regulated market) | ||
| - New reimbursement system for hospital care | ||
| - Transparency (national set of performance indicators) | ||
aAlthough the focus of this study is restricted to the MQC (micro and meso level), interventions at the macro level are relevant. The MQC was embedded in a broader policy mix and implemented in a sector where incentives and other measures were brought in gradually to induce hospitals to deliver high-quality, safe, patient-oriented, and efficient care [9,28-30].