Sentence examples for organisational gap from inspiring English sources

He says his rowing background helped him to bridge this organisational gap, by building a single team.

They include potential gaps in the leadership and organisational structures to prioritise, develop and coordinate the sector (leadership and organisational gap) as well as potential gaps in the workforce and other resources needed to sustain surveillance systems (workforce gap, resource gap).

Previously identified barriers to research use by policymakers include the cultural and organisational gaps between researchers and policymakers, practical pressures such as timeliness and timeframes, difficulties in accessing research and lack of research skills or awareness amongst policymakers [ 17– 20].

Organisational gaps and boundaries underpin the mechanisms by which behaviours, practices, attitudes and values spread; how innovation diffuses and cultural characteristics permeate into systems; and how ideas, knowledge and messages translate and migrate across systems and subsystems.

In healthcare there are formal organisational gaps, that is, 'you are department A and we are department E', and physical or location gaps, that is, 'we work here and you, behind that partition, across the corridor, on another floor, or in another building, are over there'.

Networks, according to Agranoff, a social network theorist, help bridge organisational information gaps and asymmetries [ 8].

The framework has therefore been used to promote self-reflection at both board and clinical team level, to stimulate an organisational check or gap analysis and to promote discussion of 'what could we do differently to address the identified measurement and monitoring gaps?'.

Knowledge gaps, organisational constraints, cognitive biases during decision-making and conservative attitudes towards behavioural change in response to "new" evidence may prevent or attenuate translation of evidence into practice [ 12].

Overall, this research synthesised wide-ranging studies centred on the core constructs of networks, gaps and fragmentation across gaps in organisational settings.

STSE bridges the traditional gap between organisational change and system development using two main types of activity: sensitisation and awareness; and constructive engagement.

The result of these organisational weaknesses is a gap between new policy formulation and effective implementation, including for introduction and use of new information technology [ 10, 21, 36, 37].