Comparer des méthodes

	Cadre "De la connaissance à l'action" (KTA)	ORIC
Domaine	Science de l'implémentation	Science de l'implémentation
Famille	Process / pipeline	Process / pipeline
Année d'origine	2004	2014
Auteur d'origine	Ian D. Graham, PhD; Roberta L. Logan, MD, MSc; colleagues at Ottawa Hospital Research Institute	Christopher M. Shea, PhD; Sarah R. Jacobs, PhD; Dean A. Esserman, PhD; and colleagues
Type	Conceptual framework and process model	Self-report organizational survey
Source fondatrice	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.	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.
Alias	KTA, Knowledge-to-Action, KTA Framework, Knowledge-to-Action Cycle	ORIC, Organizational Readiness for Change, ORIC-12
Apparentées	5	5
Résumé	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 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.