Adoption in practice: The relationship between managerial interpretations of evidence and the adoption of a healthcare innovation

• We explore how managers interpret and construct evidence to inform practice.
• This longitudinal study examines the adoption of remote care (telecare).
• Managerial interpretations of evidence were negotiated through interlinked frames of practice.
• These frames aligned evidence with existing practice and mobilised collective decision-making and strategic action.
• The degree to which managerial practice was consistent with aims and objectives of the recipient organisation mediated innovation spread.

ObjectivesOur work explores the gap between evidence, management practices and the adoption of innovations. The article draws on the results of a longitudinal study examining the adoption of remote care (telecare) services.MethodFive UK organisations form purposively chosen case studies. In the process of adoption, we explore how managers interpret and construct evidence to inform practice.ResultsManagerial interpretations of evidence are negotiated through a series of interlinked frames of practice. These frames align evidence with existing professional practices and needs, and mobilise collective decision-making and strategic action.ConclusionsThe degree to which resulting managerial practice is consistent with aims and objectives of the recipient organisation serves to mediate innovation spread.