Compara mètodes

	Disposició Organitzacional per a la Implementació del Canvi (ORIC)	Disponibilitat Organitzacional Percebuda per Assistir el Sistema (PORAS)
Camp	Ciència de la implementació	Ciència de la implementació
Família	Process / pipeline	Process / pipeline
Any d'origen	2014	2009
Autor original	Christopher M. Shea, PhD; Sarah R. Jacobs, PhD; Dean A. Esserman, PhD; and colleagues	Christopher D. Helfrich, PhD; Ying-Fang Li, PhD; Neil D. Sharp, MD; colleagues at Veterans Affairs and University of Washington
Tipus	Self-report organizational survey	Self-report organizational survey
Font seminal	Shea, C. M., Jacobs, S. R., Esserman, D. A., Wagner, S. L., & Kraemer, D. F. (2014). Organizational readiness for implementing change: A psychometric assessment of a new measure. Implementation Science, 9, 26.	Helfrich, C. D., Li, Y. F., Sharp, N. D., & Sales, A. E. (2009). Organizational readiness to change assessment (ORCA): Development of an instrument based on the perspectives of health care professionals. Journal of the American Medical Informatics Association, 16(4), 523–530.
Àlies	ORIC, Organizational Readiness for Change, ORIC-12	PORAS, Perceived Organizational Readiness, Perceived Readiness Scale
Relacionats	5	5
Resum	The Organizational Readiness for Implementing Change (ORIC) is a 12-item self-report measure that assesses organizational readiness to implement evidence-based practices and innovations. Developed by Shea and colleagues in 2014, the ORIC measures two critical dimensions of organizational readiness: Change Commitment (the extent to which staff and leadership are motivated and dedicated to implementing change) and Change Efficacy (the extent to which staff believe they have the capability and resources to successfully implement the change). The ORIC is grounded in implementation science theory and has demonstrated strong psychometric properties and predictive validity for implementation success across healthcare, mental health, and organizational settings.	The Perceived Organizational Readiness for Assisting the System (PORAS) is a 19-item self-report measure developed by Helfrich and colleagues to assess organizational readiness to implement health information technology systems and other healthcare innovations. Grounded in Weiner's theory of organizational readiness for change, the PORAS measures four dimensions of readiness: Valence (perceived importance of the change to the organization), Motivation (organizational commitment and drive to implement), Resource Adequacy (availability of financial, human, and technical resources), and Change Efficacy (staff belief in organizational capability to successfully implement). While originally developed for health IT implementation, the PORAS framework and scale are applicable to broader healthcare innovations and evidence-based practice implementation.