The original CFIR (Laura J. Damschroder et al. 2009) elaborated by saying that this construct includes the tangible fit between the innovation and existing workflows and systems (T. Greenhalgh, Robert, et al. 2004; Klein and Sorra 1996); compatibility between innovation and delivery context has a positive association with implementation (Aubert and Hamel 2001; T. Greenhalgh, Robert, et al. 2004; Klein and Sorra 1996) and is a key driver of sustained outcomes (von Thiele Schwarz, Aarons, and Hasson 2019; David A Chambers, Glasgow, and Stange 2013; Lennox, Maher, and Reed 2018).
Helfrich et al. found that perceived fit with core competencies and experience was an important predictor of successful implementation (C. D. Helfrich et al. 2007). In contrast, changes seen as incompatible with current conditions will be resisted (D. H. Gustafson et al. 2003). The radicalness and magnitude of difference between the innovation and status quo, i.e., the disruptiveness of the innovation, may influence implementation (T. Greenhalgh, Robert, et al. 2004; R. P. Grol et al. 2007); radical innovations or innovations affecting core work processes may require reorientation and produce fundamental changes in the Inner Setting, (T. Greenhalgh, Robert, et al. 2004; R. P. Grol et al. 2007).