tailieunhanh - Báo cáo y học: " Exploring the black box of quality improvement collaboratives: modelling relations between conditions, applied changes and outcomes"

Tuyển tập các báo cáo nghiên cứu về y học được đăng trên tạp chí y học quốc tế cung cấp cho các bạn kiến thức về ngành y đề tài: Exploring the black box of quality improvement collaboratives: modelling relations between conditions, applied changes and outcomes | Implementation Science BioMed Central Open Access Exploring the black box of quality improvement collaboratives modelling relations between conditions applied changes and outcomes Michel LA Duckers 1 Peter Spreeuwenberg1 Cordula Wagner1 2 and Peter P Groenewegen1 3 Address 1NIVEL - Netherlands Institute for Health Services Research Utrecht the Netherlands 2EMGO Institute for Health and Care Research Free University Medical Centre Amsterdam the Netherlands and 3Department of Sociology Department of Human Geography Utrecht University Utrecht the Netherlands Email Michel LA Duckers - Peter Spreeuwenberg - Cordula Wagner - Peter P Groenewegen - Corresponding author Published 17 November 2009 Received 28 January 2009 . Accepted 17 November 2009 Implementation Science 2009 4 74 doi l748-5908-4-74 This article is available from http content 4 l 74 2009 Duckers et al licensee BioMed Central Ltd. This is an Open Access article distributed under the terms of the Creative Commons Attribution License http licenses by which permits unrestricted use distribution and reproduction in any medium provided the original work is properly cited. Abstract Introduction Despite the popularity of quality improvement collaboratives QlCs in different healthcare settings relatively little is known about the implementation process. The objective of the current study is to learn more about relations between relevant conditions for successful implementation of QlCs applied changes perceived successes and actual outcomes. Methods Twenty-four Dutch hospitals participated in a dissemination programme based on QlCs. A questionnaire was sent to 237 leaders of teams who joined l8 different QlCs to measure changes in working methods and activities overall perceived success team organisation and supportive conditions. Actual outcomes were extracted from a