The Influence of Organisational Readiness on Knowledge Translation and Implementation of Innovation in a Social Hospital: A Case Study

Healthcare organisations recognise the need to deliver higher-quality, evidence-based care. Thus, managers need to improve their practice regarding managing and translating knowledge. Knowledge Translation faces diverse barriers that must be identified and addressed. Therefore, perceptions from 138 nurses at a social hospital were gathered using a pilot European Portuguese version of the Organisational Readiness for Knowledge Translation (OR4KT) instrument, to assess the organisation’s readiness to translate knowledge and implement change. Dimensions scores revealed the institution’s strengths in dimensions such as Organisational Climate for Change (36.25) and Organisational Support (35.85), but also exposed the need to improve Motivation (32.95) and Change Content (33.13). The overall score settled at 62.72, normalised on a 0 to 100 scale. The variable, “Professional Recognition,” was created to account for the high proportion of Specialist Nurses who were not integrated into the professional career structure, revealing that formally recognised specialists reported significantly different perceptions across the organisational culture dimensions. The results indicate that the organisation has a solid foundation for knowledge translation, though its readiness remains below the optimal level.