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The economic pressure for dialysis providers to work within an expanded composite rate bundle whilst maintaining patient care may be a driver of practice indicator outcomes.
This eclipse of scientific evidence by practice-based evidence as the primary driver of practice change poses a challenge to models of change that place scientific research at the center of its universe, showing the limits of such a view in accounting for the full range of processes by which innovation takes place in hospitals.
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Whilst unlikely to be a primary motivation, this finding aligns with the increasing recognition that profit maximization is not necessarily the main driver of practices of informal health providers (Cross and MacGregor 2010; Wafula and Goodman 2010).
This choice presented the opportunity to investigate the effect of different economic drivers on practice patterns and patient outcomes, as has been suggested [ 4- 6], in facilities choosing to phase-into the dialysis bundle versus those opting-in fully.
Addressing these questions requires a commitment to understanding the drivers of educational practice in nursing and a rethinking of current practices in respect of nursing curricula.
Drawing from these results, drivers of alternative practice adoption and lock-in effects in synthetic input reliance were characterized.
The second part of the book focuses on the key drivers of corrupt practice and explores how rational choice (self-interest) arguments, behavioral approaches, and context-driven analysis are used to understand the causes of corruption.
Further studies are needed to explore the drivers of physician practice that contradicts their knowledge.
Communications, workshops and new incentives therefore need to consider variation in GP perspectives and the range of drivers of current practice as identified in this research (address legal concerns, the need for consent due to potential harms and acknowledge burden).
We are interested in 2 questions: first, what are the principal drivers of physicians' practice location choice, and second, what factors affected physician distribution before and after the launch of the new programme in 2004?
Only by having strong, effective management practices in place have they been able to replicate the same standards of performance across different regions, cultures and markets".Another driver of better management practice is competition, which has the strongest effects on the worst managed companies.
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Since I tried Ludwig back in 2017, I have been constantly using it in both editing and translation. Ever since, I suggest it to my translators at ProSciEditing.

Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com