Table 6 Influencing factors for the included phenomena in dementia care

Intervention characteristics—definition according to CFIRGuide [84]

(A) Behavior that challenges supporting a person with dementia in long-term care

(B) Delirium in acute care

(C) Postacute care needs

 Intervention source—perception of key stakeholders about whether the intervention is externally or internally developed

x

1

 Evidence strength and quality—stakeholders’ perceptions of the quality and validity of evidence supporting the belief that the intervention will have the desired outcomes

x

x

x

x

x

x

6

 Adaptability—the degree to which an intervention can be adapted, tailored, refined, or reinvented to meet local needs

x

x

x

x

x

x

x

x

x

8

 Complexity—perceived difficulty of the intervention, reflected by duration, scope, radicalness, disruptiveness, centrality, and intricacy and number of steps required to implement

x

x

2

Outer setting—definition according to CFIRGuide [84]

 Patient needs and resources/needs and resources of the family—the extent to which patient needs, as well as barriers and facilitators to meet those needs, are accurately known and prioritized by the organization

x

x

x

x

4

 Cosmopolitanism—the degree to which an organization is networked with external organizations

x

x

x

3

 External policy and incentives—a broad construct that includes external strategies to spread interventions, including policy and regulations (governmental or other central entity), external mandates, recommendations and guidelines, pay-for-performance, collaboratives, and public or benchmark reporting

x

x

2

Inner setting—Definition according to CFIRGuide [84]

 Structural characteristics—the social architecture, age, maturity, and size of an organization

x

x

x

x

x

5

 Networks and communications—the nature and quality of webs of social networks and the nature and quality of formal and informal communications within an organization

x

x

x

3

 Culture—norms, values, and basic assumptions of a given organization

x

x

x

3

 Implementation climate—Definition according to CFIRGuide [84]

 Learning climate—a climate in which: a) leaders express their own fallibility and need for team members’ assistance and input; b) team members feel that they are essential, valued, and knowledgeable partners in the change process; c) individuals feel psychologically safe to try new methods; and d) there is sufficient time and space for reflective thinking and evaluation

x

x

x

x

4

 Goals and feedback—the degree to which goals are clearly communicated, acted upon, and fed back to staff, and alignment of that feedback with goals

x

x

2

 Organizational incentives and rewards—extrinsic incentives such as goal-sharing awards, performance reviews, promotions, and raises in salary, and less tangible incentives such as increased stature or respect

x

x

2

 Relative priority—individuals’ shared perception of the importance of the implementation within the organization

x

x

x

3

 Compatibility—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

x

x

x

3

 Tension for change—the degree to which stakeholders perceive the current situation as intolerable or needing change

x

x

x

3

 Readiness for implementation—definition according to CFIRGuide [84]

 Access to knowledge and information—ease of access to digestible information and knowledge about the intervention and how to incorporate it into work tasks

x

x

x

x

x

5

 Available resources—the level of resources dedicated for implementation and on-going operations, including money, training, education, physical space, and time

x

x

x

x

x

x

x

x

x

x

10

 Leadership engagement—commitment, involvement, and accountability of leaders and managers involved in the implementation

x

x

x

x

4

Characteristics of individuals—definition according to CFIRGuide [84]

 Knowledge and beliefs about the intervention—individuals’ attitudes toward and value placed on the intervention as well as familiarity with facts, truths, and principles related to the intervention

x

x

x

x

x

x

x

7

 Individual stage of change—characterization of the phase an individual is in, as he or she progresses toward skilled, enthusiastic, and sustained use of the intervention

x

x

2

 Other personal attributes—a broad construct to include other personal traits such as tolerance of ambiguity, intellectual ability, motivation, values, competence, capacity, and learning style

x

x

x

x

x

5

Process—definition according to CFIRGuide [84]

 Planning—the degree to which a scheme or method of behavior and tasks for implementing an intervention are developed in advance, and the quality of those schemes or methods

x

1

 Engaging—attracting and involving appropriate individuals in the implementation and use of the intervention through a combined strategy of social marketing, education, role modeling, training, and other similar activities

x

x

x

x

x

5

 Formally appointed internal implementation leaders—individuals within the organization who have been formally appointed to be responsible for implementing an intervention as the coordinator, project manager, team leader, or other similar role

x

x

2

 Champions—individuals who dedicate themselves to supporting, marketing, and driving through an implementation, while overcoming indifference or resistance that the intervention may provoke in an organization

x

x

x

x

x

x

x

7

 External change agents—individuals who are affiliated with an outside entity who formally influence or facilitate intervention decisions in a desirable direction

x

1

 Reflecting and evaluating—quantitative and qualitative feedback about the progress and quality of implementation accompanied by regular personal and team debriefing about progress and experience

x

x

x

3