Compara mètodes

	Marc de Treball-a-Acció (KTA)	ILS
Camp	Ciència de la implementació	Ciència de la implementació
Família	Process / pipeline	Process / pipeline
Any d'origen	2004	2014
Autor original	Ian D. Graham, PhD; Roberta L. Logan, MD, MSc; colleagues at Ottawa Hospital Research Institute	Gregory A. Aarons, PhD; Michelle G. Ehrhart, PhD; Lydia R. Farahnak, PhD
Tipus	Conceptual framework and process model	Self-report questionnaire
Font seminal	Graham, I. D., & Logan, R. L. (2004). Translating research into practice: A perspective on technology transfer. Journal of the American Medical Informatics Association, 11(2), 141–145.	Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Sklar, M. (2014). Aligning leadership across systems and organizations to develop integrated care. Journal of Behavioral Health Services & Research, 41(2), 159–178.
Àlies	KTA, Knowledge-to-Action, KTA Framework, Knowledge-to-Action Cycle	ILS, Implementation Leadership, ILS-12
Relacionats	5	5
Resum	The Knowledge-to-Action (KTA) Framework is a conceptual model and process guide for translating evidence into practice, developed by Ian Graham and colleagues at the Ottawa Hospital Research Institute (2004–2006). The KTA framework addresses a central challenge in implementation science: research evidence alone does not change practice; a deliberate, systematic process is required to adapt evidence to local contexts, identify and overcome implementation barriers, and sustain change. The KTA distinguishes between knowledge production (research, evidence synthesis) and knowledge application (implementation planning, barrier identification, strategy selection, execution, monitoring, and adaptation). The framework has become one of the most widely adopted implementation models in healthcare, particularly in Canada and internationally, and provides a structured approach to evidence-based practice implementation that is context-sensitive and iterative.	The Implementation Leadership Scale (ILS) is a 12-item self-report measure that assesses unit-level leadership behaviors critical to successful implementation of evidence-based practices and innovations. Developed by Aarons, Ehrhart, and Farahnak in 2014, the ILS measures four dimensions of implementation leadership: proactive leadership, knowledgeable leadership, supportive leadership, and perseverant leadership. This brief, validated instrument is designed to capture frontline leaders' (managers, supervisors, unit heads) implementation-specific behaviors as perceived by clinical staff, and is widely used in healthcare implementation research to evaluate leadership effectiveness and predict implementation success.