Assessing a behavioral nudge on healthcare leaders’ intentions to implement evidence-based practices
Receiving cover letters with a behavioral nudge did not increase the likelihood that organizational leaders accessed a resource website. Qualitative results suggested that the survey report's peer comparison data may have been a motivator for prioritizing and delegating implementation activities, but leaders themselves did not access our online resources.
Authors
- Ellen R. Meara (ORCID: https://orcid.org/0000-0003-0211-1970)
- Taressa Fraze (ORCID: https://orcid.org/0000-0002-8346-6425)
- A. James O’Malley (ORCID: https://orcid.org/0000-0001-8389-6217)
- Amber E. Barnato (ORCID: https://orcid.org/0000-0003-1080-6270)
- Maia Crawford (ORCID: https://orcid.org/0000-0002-6816-5835)
Institutions
- Dartmouth College (US)
- Dartmouth Institute for Health Policy and Clinical Practice (US)
- Harvard University (US)
- University of California, San Francisco (US)
Publication Details
- Journal
- PLoS ONE
- Published
- 2024-11-22
- DOI
- https://doi.org/10.1371/journal.pone.0311442
- Primary Topic
- Health Policy Implementation Science
- Type
- article
- Field-Weighted Citation Impact
- 0.00
Funders
- Agency for Healthcare Research and Quality