Table 7.

Examples of barriers and facilitators organized under the inner setting Consolidated Framework for Implementation Research domain (N=217).

Relevant associated construct—proportion of barriers and facilitators; n (%) and brief description	Example of identified barriers	Example of identified facilitators
Structural characteristics; 4 (1.8%); the social architecture, age, maturity, and size of an organization	Personnel shortage, turnover, and organizational restructuring hindered the use of the strategy considerably [49]	Changes in the organizations should be considered (in light of resulting delays and communication problems) when planning intervention studies [42]
Networks and communications; 4 (1.8%); the nature and quality of webs of social networks and the nature and quality of formal and informal communications within an organization	Restrictive internet security settings was a barrier for accessing the intervention [42]	Conduct onsite testing before implementation [42]
Implementation climate; 17 (7.8); the absorptive capacity for change, shared receptivity of involved individuals to an intervention, and the extent to which use of that intervention will be rewarded, supported, and expected within their organization	Alignment with other stakeholders was absent and resulted in poor adherence to the recommended roles and tasks [62]	Embedding the intervention in a well-established wellness program to benefit from existing infrastructure to promote the intervention; users benefiting from incentive programs [58]
Tension for change; 1 (0.5); the degree to which stakeholders perceive the current situation as intolerable or needing change	Some stakeholders may be reluctant to implement new technology as it might threaten their ability to keep their job [39]	—a
Compatibility; 21 (9.7); the degree of tangible fit between meaning and values attached to the intervention by involved individuals; how those align with individuals’ own norms, values, and perceived risks and needs; and how the intervention fits with existing workflows and systems	It was not possible for employees to contact their occupational physician themselves by telephone outside their regular consultations. This could have caused difficulty when an employee struggled with a module in Return@Work and wanted to ask the occupational physician for advice [54]	Alignment to relevant stakeholders is also important and can be attained by offering ongoing support to leaders at all organizational levels during an implementation [62]
Organizational incentives and rewards; 2 (0.9); extrinsic incentives such as goal-sharing awards, performance reviews, promotions, and raises in salary and less tangible incentives such as increased stature or respect	Complimentary gifts (eg, measuring tapes to be used by users with diabetes) with logos and information stimulate discussions and act as reminders [64]	—
Readiness for implementation; 6 (2.8); tangible and immediate indicators of organizational commitment to its decision to implement an intervention	Ensuring fidelity as coaches could not provide good feedback without supervision [63]	Consult review boards and consider these issues early in the data planning process [58]
Leadership engagement; 7 (3.2); commitment, involvement, and accountability of leaders and managers with the implementation	Senior management was not engaged and too much responsibility for implementation was given to the team members who did not prioritize these activities [49]	Adherence is better when managers are active and engaged [64]
Available resources; 25 (11.5); the level of resources dedicated for implementation and ongoing operations including money, training, education, physical space, and time	The intervention required all participants to allocate the same time slot and competed with other time commitments [42]	Supporting statement from the employers which will suggest to all employees who participate in the study that they will have 1 hour per week over the 8-week period to complete the program [59]
Access to knowledge and information; 2 (0.9); ease of access to digestible information and knowledge about the intervention and how to incorporate it into work tasks	Email messages from the decision aid supported the occupational physicians when guiding employees. The email gave them sufficient information and the layout was visually attractive [54]

^aNo facilitator reported.