Table 3 Implementation factors with the corresponding equivalent determinants

Leadership

(Commitment, involvement, and accountability of leaders and managers with the implementation of a TCI. In addition, the presence of a skilled, motivated, and continuous leadership throughout the implementation, e.g., minimal turnover of dedicated project managers with high interest in the implementation.)

Inner setting^b

▪ Commitment [28]

▪ Organizational commitment [36]

▪ Leadership [36]

Engagement

(Attracting and involving appropriate individuals as below in the implementation and use of the intervention through a combined strategy of social marketing, education, role modeling, training, and other similar activities):

1. Key stakeholders (individuals from within the organization that are directly impacted by the TCI, e.g., staff responsible for making referrals to a new program or using a new work process),

2. Champions (individuals who dedicate themselves to supporting, marketing, and “driving through” an implementation, overcoming indifference or resistance that the intervention may provoke in an organization),

3. Innovation participants (individuals such as patients/older persons, family, and informal caregivers) served by the organization that participate in the TCI, (e.g. ensuring family inclusion in care goals setting)

4. Organizations/external context (developing and capitalizing on relationships with healthcare professionals and frontline staff in the implementing organizations, and promoting external collaborations with outside care providers (e.g. home care agency), and resources (e.g. community resources or social services for older persons) linked to the implementation of a TCI)

Process

▪ Attitudes [28]

▪ Beliefs [28]

▪ Motivation [36]

Information continuity

(Care transitions' information continuity such as exchange of patient medical information, services, and care plans between healthcare providers. In addition, the continuity of steady work relationships between the healthcare providers and patients/caregivers and across all the organizations involved in the TCI implementation.)

Inner setting

▪ Environmental conditions (structural, organizational) [28]

▪ Social networks [28]

Financing of TCIs’ implementation

(The existing financing structures that affect the TCI implementation such as fragmented financing and a lack of clear financing structures, or varied reimbursement systems of healthcare services.)

Outer setting

▪ Policy [28]

Available resources and HIT systems

(The level of resources dedicated for the implementation and on-going operations of a TCI; including staffing levels, money, funding, training, education, physical space, equipment, and time. HIT – the electronic information management infrastructure and technologies, e.g., electronic health records available to clinicians to manage patient care, data, and communications.)

Inner setting

▪ Environmental conditions (structural, organizational) [28]

Access to knowledge and information

(Ease of access to digestible information and knowledge, (e.g., mentoring, initial training) about the TCI and how to incorporate it into work tasks.)

Inner setting

▪ Environmental conditions (structural, organizational) [28]

Sense of urgency

(The urgent need and attention given to implementing a specific TCI with respect to other innovation projects being addressed within an organization.)

Inner setting

▪ Risk perception [28]

▪ Organizational commitment [36]

Relative priority

(Individuals’ e.g., healthcare professionals, staff within implementing team, shared perception of the importance of the implementation of a TCI within the organization)

Inner setting

▪ Attitudes [28]

▪ Beliefs [28]

▪ Organizational commitment [36]

Reflecting and evaluating

(Quantitative and qualitative feedback about the progress and quality of implementation accompanied with regular personal and team debriefing about progress and experience.)

Process

▪ Feedback and reinforcement [28, 36]

▪ Monitoring [38]

Targeted groups

(Patients/older persons who are the intended recipients or beneficiaries of the TCI, e.g., matching the care needs of older persons with high frailty or dementia.)

Intervention characteristics

▪ Innovation’s compatibility [37]

Transition roles

(Administrative staff, providers within and outside the organization, e.g., frontline staff such as transition nurses or advanced practice nurses with designated transition roles who will carry out the TCI or be affected by it.)

Process

▪ Environmental conditions (structural, organizational) [28]

▪ Professional role [36]

Knowledge, beliefs, and personal attributes of healthcare professionals

(Individuals’ attitudes toward and value placed on the intervention as well as familiarity with facts, truths, and principles related to the TCI, and other beliefs, expectations, and personal traits such as motivation levels, values, tolerance of ambiguity, critical attributes, intellectual ability, capacity, and learning style.)

Characteristics of individuals

▪ Knowledge [28]

▪ Attitudes [28]

▪ Beliefs [28]

▪ Motivation [36]

▪ Skills [28]