Compara mètodes

	Disponibilitat Organitzacional Percebuda per Assistir el Sistema (PORAS)	Marc de Treball-a-Acció (KTA)
Camp	Ciència de la implementació	Ciència de la implementació
Família	Process / pipeline	Process / pipeline
Any d'origen	2009	2004
Autor original	Christopher D. Helfrich, PhD; Ying-Fang Li, PhD; Neil D. Sharp, MD; colleagues at Veterans Affairs and University of Washington	Ian D. Graham, PhD; Roberta L. Logan, MD, MSc; colleagues at Ottawa Hospital Research Institute
Tipus	Self-report organizational survey	Conceptual framework and process model
Font seminal	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.	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.
Àlies	PORAS, Perceived Organizational Readiness, Perceived Readiness Scale	KTA, Knowledge-to-Action, KTA Framework, Knowledge-to-Action Cycle
Relacionats	5	5
Resum	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.	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.