Prof. Harry Scarbrough (Principal Investigator) Dr. Sarah Evans (Research Fellow)
Warwick Business School
Comparative evaluation of CLAHRCs
How do CLAHRCs support innovation in the health sector through supporting the diffusion of research evidence into practice? Theory based evaluation – Networked Innovation Focusing on 3 CLAHRCs: Notts NDL, Birmingham and BC,
S. Yorks plus 2 comparative international initiatives (Canada, USA)
Formative, not summative evaluation
supporting the organisational learning and improvement of CLAHRCs, and not an audit of the impact of the CLAHRC initiative per se. Warwick Business School
Study Aims
Aims to identify how the CLAHRCs are developing capabilities for supporting innovation Networks: new forms of collaboration & relationships Practices: facilitating the diffusion of good research
evidence – inform service development & improve patient care
What is happening, How & Why? impact of variation across CLAHRCs in the UK – learn from
the experiences of different models international comparators – highlights institutional context Warwick Business School
Methods & Sites
Comparative & multi‐level case design Three CLAHRCs as focal case‐study sites (plus a Canadian and USA
comparative initiative) 2 phases of research – Summer‐Autumn 2010 & Summer‐Winter 2011 Focus on overall CLAHRC management and aims – policy context & governance arrangements Analyse the general organisation, structure & working of the CLAHRC Detailed case analysis 3‐4 themes/ projects per CLAHRC
Data Collection: Qualitative Interviews with key players in CLAHRCs Social Network Mapping ‐ Survey instrument to map social and inter‐
organizational networks of CLAHRCs and comparator institutions Cognitive mapping exercises with interview participants to elicit attitudes and beliefs on the role of CLAHRCs in knowledge translation
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The knowing‐doing gap
KNOWING
Academic & scientific papers Best practice initiatives Innovative ideas Reports IT Systems
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DOING
The knowing‐doing gap
KNOWING
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DOING
Actionable knowledge
Solutions Referrals Problem reformulation Validation Legitimation
Cross and Sproull, 2004 Warwick Business School
networked innovation Knowledge work for innovation KNOWLEDGE ACQUISITION
Focus of communications
Relevant network properties
Wider networks – professional, Non‐redundant weak ties research, CLAHRC enable acquisition of explicit knowledge TRANSFORMATION OF Within and between project Strong ties enable sharing of KNOWLEDGE teams tacit knowledge and re‐framing of problems. Between project teams and Inter‐org ties support collaboration across EMBEDDING OF INNOVATION NHS front‐line staff and users boundaries. WITHIN CONTEXT
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Social Network Analysis Social Network: A social structure made up of individuals (identified as nodes) which are connected by one or more interdependencies (identified as ties) e.g. friendship, working relationship, information sources
What do effective collaborations look like? Warwick Business School
What does a network that is able to facilitate knowledge flows look like?
The typical structure of the CLAHRCs
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FORMAL STRUCTURE COMPARED WITH SOCIAL NETWORK The formal structure of the CLAHRC may be different from the informal network of ‘working’ ties Formal Structure
Social network
Exploration & Production Hussan
Senior Vice President Mares Exploration Avery Geology
Dhillon Smith
Petrophysical
Drilling McWatters
Keller Angelo
Hopper
Production Milavec
Ramirez
Production
Sutherland
Waring
Crossley Myers
Milavec
Hussan
Reservoir
Waring
Hopper
Dhillon
Cordoza
Mitchell
Myers
Zaheer
Avery
Smith
Schultz
Keller
Cordoza
Klimchuck Mitchell Schultz
Mares
McWatters Angelo
Crossley Sutherland
Klimchuck
Ramirez
Zaheer Network diagram from a study by Cross Warwick Business School
Social network mapping Survey
Survey ‐ Designed to map different types of networks within the CLAHRC: structural features & balance of the CLAHRC Whole network analysis of internal CLAHRC membership
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productive working relationships between different groups Compare mandated & social networks
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Ties within the CLAHRC region ○ ○
Relationships with partner organisations – better potential to implement ‘CLAHRC’ capacity building with local groups – a new way of thinking about & doing applied research
External ties ○ ○
Other CLAHRCs – potential sharing of experiences Other organisations e.g. Clinical research networks Potential sources of advice & avenues for sharing findings & experiences Warwick Business School
Different roles within the network Central Connectors
Sub-group connectivity
Peripheral connections to ‘membership’ organisations
External connectors
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Internal Brokers/ Boundary Spanners
Holes in social networks
Networks tend to cluster around; Spatial proximity Domains of knowledge and practice Shared language, interests and culture ‐ homophily
Holes provide opportunities for brokering new ideas – the ‘strength of weak ties’ Holes may inhibit necessary collaboration and knowledge‐sharing
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Boundary‐spanning mechanisms in CLAHRCs
Dual contract people – foot in each domain Multiple roles – spanning managerial and expert roles Dedicated roles – Diffusion Fellows at NDL Cross‐cutting themes – e.g. Implementation at NDL, Sociology in BBC, Knowledge Transfer & Implementation at SY, Project teams? – dependent on composition
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The Warwick University Study Team For more information please contact: Prof. Harry Scarbrough (Principal Investigator) Dr. Sarah Evans (Research Fellow) Dawn Coton (Project Administrator)
Email:
[email protected] Email:
[email protected] Tel:024 765 24503/ 024 765 75310 Warwick Business School
