TY - JOUR
T1 - Factors affecting the implementation of simulation modelling in healthcare
T2 - A longitudinal case study evaluation
AU - Long, Katrina M.
AU - McDermott, F.
AU - Meadows, G. N.
PY - 2019/8/20
Y1 - 2019/8/20
N2 - Simulation modelling is becoming an increasingly popular tool in healthcare management, however published evaluations of simulation modelling are rare. This study therefore aimed to provide an empirical evaluation of simulation model implementation. The study used a qualitative, longitudinal case study approach, grounded in Pragmatism, complexity theory, and the critical incident approach. Semi-structured interviews were conducted with 13 senior healthcare managers and 5 researchers during a simulation modelling project. Twenty-three critical incidents were identified, including changes in government policy and funding, organisational context, intervention activities, project management, and staffing. The analysis revealed a complex adaptive system, where the role of specific implementation factors changed over time, and through interaction with each other. Constant throughout was the agency displayed by participants in pursing their individual strategic goals. Based on these findings, we argue for a flexible definition of implementation success that allows for emergent project outcomes.
AB - Simulation modelling is becoming an increasingly popular tool in healthcare management, however published evaluations of simulation modelling are rare. This study therefore aimed to provide an empirical evaluation of simulation model implementation. The study used a qualitative, longitudinal case study approach, grounded in Pragmatism, complexity theory, and the critical incident approach. Semi-structured interviews were conducted with 13 senior healthcare managers and 5 researchers during a simulation modelling project. Twenty-three critical incidents were identified, including changes in government policy and funding, organisational context, intervention activities, project management, and staffing. The analysis revealed a complex adaptive system, where the role of specific implementation factors changed over time, and through interaction with each other. Constant throughout was the agency displayed by participants in pursing their individual strategic goals. Based on these findings, we argue for a flexible definition of implementation success that allows for emergent project outcomes.
KW - case study
KW - complexity theory
KW - Evaluation
KW - healthcare
KW - implementation
KW - qualitative research
KW - simulation modelling
UR - http://www.scopus.com/inward/record.url?scp=85071026297&partnerID=8YFLogxK
U2 - 10.1080/01605682.2019.1650624
DO - 10.1080/01605682.2019.1650624
M3 - Article
AN - SCOPUS:85071026297
JO - Journal of the Operational Research Society
JF - Journal of the Operational Research Society
SN - 0160-5682
ER -