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Consistency with this framework shows how medication reconciliation implementation is similar to other implementation problems, and also shows gaps in research on the topic that should be pursued in future studies.
Our findings suggest approaches that may improve the likelihood of medication reconciliation implementation success, and include constructs from established implementation models (i.e., PDSA and CFIR).
We performed semi-structured interviews with individuals who had a role in planning medication reconciliation implementation at a large urban academic medical center in the U.S. and its affiliated Veterans Affairs hospital.
Applied to medication adherence, implementation intentions increase the likelihood that a medication is persistently taken on time.
The interviewers explored respondents' perceptions of the medication reconciliation implementation planning process and their attitudes regarding its purpose.
This qualitative study utilized key informant interviews with individuals involved in planning medication reconciliation implementation at two healthcare organizations, and used a grounded theory approach [ 14].
The objective of this study was to examine medication reconciliation implementation from the perspective of individuals involved in the planning process in order to identify recurrent themes, including facilitators and barriers, that might inform other organizations' planning and implementation efforts.
They had on average 5.9 (SD = 3.7) years of experience in their current position and all except one were present in their current position at the time the medication reconciliation implementation process had taken place.
Salary costs of elderly care physician, nursing staff and pharmacist involved with carrying out the medication reviews including implementation by elderly care physician.
Prior to the PCIP implementation medication transactions were only documented on occasion and records were not organized in a manner conducive for retrieval.
Regardless of registration status of misoprostol, lack of dedicated funding and a secure supply chain for MPAC commodities led to stock-outs of the medication during program implementation in both countries.
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