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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.
Embedded organizations were also found to be trustworthy and have strong reputations.
Another important characteristic was that embedded organizations increased the performance of the network as a whole.
Here, we attempt to marry the dimensions or attributes of embedded organizations in a network with the generic configuration of research organizations in LMICs (shown in Figure 1); these dimensions are essential for evidence to penetrate the decision-making sphere.
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This hypothesis is focused primarily on the characteristics of HPSR, but what the literature suggested was that for HPSR to be embedded, it must be generated from an embedded organization.
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.
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