Table 1.

Operational definitions for Rogers–Greenhalgh implementation framework constructs tested here

Construct	Operational definition
Innovation
Relative advantage	Degree to which the innovation is considered superior to existing practices
Compatibility	Innovations’ consistency with existing values, experiences, and needs of adopter and system
Complexity	Level of difficulty to understand and use the innovation
Trialability	Ability to experiment with the innovation on a limited or trial basis
Observability	Innovations’ results are observable to others
Potential for reinvention	Ability to refine, elaborate and modify the innovation
Risk	Risk or uncertainty of outcome associated with the innovation
Task issues	Concerns about the innovation that need to be focused on to accomplish implementation
Nature of knowledge	Information about the innovation can be codified and transferred from one context to another
Technical support	Available support components (e.g., training, manuals, consultation help desk)
Adopter characteristics
Needs	Observed or experienced deficit in an adopter’s practice or organizational setting
Motivation	Adopter’s interest and willingness to learn new things
Values and goals	What adopters place value in and what are their intended goals for treatment
Tenure	Length of employment in setting and in field
Skills	Adopter’s context specific skill set
Learning style	Adopter’s consistent patterns in perceiving, remembering, judging and thinking about new information
Locus of control	Adopter’s belief that events are under one’s personal control (internal) or that events are largely a matter of chance or due to external events (external)
Tolerance of ambiguity	Adopter’s ability to accept uncertainty
Knowledge-seeking	Adopter’s autonomous efforts to attain knowledge/information
Cosmopolitan	Adopter’s strong connections with professional network; Engagement and attendance at professional meetings and other informational venues
Communication and influence
Social networks	Structure and quality of social network, both formal and informal
Peer opinion leader	Internal member of the social network able to exert influence on providers’ beliefs and actions through representativeness and credibility (can be positive or negative)
Boundary spanner	An individual who is part of the work environment and part of the innovation technology (e.g., trainer in the innovation)
Receptive context for change
Risk-taking climate	A work environment that encourages experimentation with new practices, ideas and technologies
Managerial relations	Relationship between staff and program leadership
Clear goals and priorities	Explicitness of organizational purposes and aims
Leadership and vision	Style of leadership and presence of identified and articulated trajectory with guided direction toward implementation
High quality data capture	Utilization of context specific data in implementation process
Enablement of knowledge sharing	Creation of venues for sharing information
Dedicated time and resources	Available means needed to implement an innovation (e.g., funding, time, access, administrative support, etc.)