In their study of a health and human services network, Provan et al. found that embedded organizations possessed several desirable qualities [ 11].
Organizations that have the capacity to produce timely, accurate evidence to meet the needs of decision-makers are more likely to be embedded organizations; this type of evidence is largely HPSR.
Based on a survey among employees of 20 large Dutch organizations, this study compares the use, perceived importance, and effects of various (structurally and culturally embedded) measures organizations may take to support the consistency of their CVI.
A few said that KT mentors should be embedded in organizations as a centralized resource.
Finally, we designed a conceptual model to reflect our new understanding of embedded HPSR organizations in LMICs.
While views were mixed about whether mentors should be KT experts or individuals with similar professional alignment, several participants recommended that KT experts or scientists be embedded in organizations to provide mentorship.
All authors discussed the descriptive information generated from the review, compared it to the original hypothesis, and collaboratively packaged the findings into a conceptual framework that reflected the configuration and attributes of embedded HPSR organizations in LMICs.
Finally, legislation proved to be an important part of the process, but not necessarily as a dimension of embedded HPSR organizations, but rather as one of several key intermediaries of the decision-making environment.
This study highlights the value of mentorship compared with other mechanisms for sharing KT information, and suggests that mentors need not be embedded in organizations, but could provide mentoring to internal champions.
