Intervention Source

An intervention may be internally developed as a good idea, solution to a problem, or other grass-roots effort, or may be developed by an external entity (e.g., vendor or research group) [1]. Perception of key stakeholders about whether the intervention is externally or internally developed may influence success of implementation [1][2]. The legitimacy of the source may also influence implementation.

An externally developed intervention coupled with lack of transparency in the decision-making process may lead to implementation failure [3][4]. Dissemination, “whose main mechanism of spread is centrally driven and controlled” is negatively associated with implementation [1 pg. 604]. Though there is empirical evidence of a positive association with an authoritative decision to use the intervention, there is a negative relationship with fully implementing or routinizing the intervention [1]. On the other hand, key ideas that come from outside the organization and are effectively tailored to the organization can result in successful implementation [5] (See Adaptability). Sometimes, internal decisions to adopt or implement an intervention may be perceived as externally driven. If the decision to adopt and implement is made by leaders higher in the hierarchy who edict change with little user input in the decision to implement an intervention, implementation is less likely to be effective [6][7].