Advancing research on teams and team effectiveness in implementation science: An application of the Exploration, Preparation, Implementation, Sustainment (EPIS) framework
Open accessAbstract
Background: Effective teams are essential to high-quality healthcare. However, teams, team-level constructs, and team effectiveness strategies are poorly delineated in implementation science theories, models, and frameworks (TMFs), hindering our understanding of how teams may influence implementation. The Exploration, Preparation, Implementation, Sustainment (EPIS) framework is a flexible and accommodating framework that can facilitate the application of team effectiveness approaches in implementation science. Main Text: We define teams and provide an overview of key constructs in team effectiveness research. We describe ways to conceptualize different types of teams and team constructs relevant to implementation within the EPIS framework. Three case examples illustrate the application of EPIS to implementation studies involving teams. Within each study, we describe the structure of the team and how team constructs influenced implementation processes and outcomes. Conclusions: Integrating teams and team constructs into the EPIS framework demonstrates how TMFs can be applied to advance our understanding of teams and implementation. Implementation strategies that target team effectiveness may improve implementation outcomes in team-based settings. Incorporation of teams into implementation TMFs is necessary to facilitate application of team effectiveness research in implementation science.
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Extensive research has identified barriers and facilitators to implementation of new practices at the individual provider, organization, and system levels; however, the team level has received little empirical attention.
“Extensive research has identified barriers and facilitators to implementation of new practices at the individual provider, organization, and system levels; however, the team level has received little empirical attention [20, 21].”
From Teamwork and implementation of innovations in healthcare and human service settings: a systematic review (2024) · cites this paper as [20]
There is increasing attention to the use of teams in implementation frameworks.
“There is increasing attention to use of teams in implementation frameworks [20, 111]”
From Teamwork and implementation of innovations in healthcare and human service settings: a systematic review (2024) · cites this paper as [20]
Limited inclusion of teams and team constructs in implementation theories, models, and frameworks has likely contributed to the neglect of teams in implementation science.
“Limited inclusion of teams and team constructs in implementation theories, models, and frameworks has likely contributed to the neglect of teams in implementation science [20].”
From Teamwork and implementation of innovations in healthcare and human service settings: a systematic review (2024) · cites this paper as [20]
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Marlow, S. L., Bisbey, T. M., Lacerenza, C. N., & Salas, E. (2018) · Small Group Research · doi:10.1177/1046496417748196 · Cited by 38 · see citing works
Sandoval, B. E., Bell, J., Khatri, P., & Robinson, P. J. (2017) · Journal of Clinical Psychology in Medical Settings · doi:10.1007/s10880-017-9516-9 · Cited by 36 · see citing works
Factors that drive team participation in surgical safety checks: a prospective study
Gillespie, B., Withers, T., Lavin, J., Gardiner, T. M., & Marshall, A. (2016) · Patient Safety in Surgery · doi:10.1186/s13037-015-0090-5 · Cited by 35 · see citing works
Reflections on and a short review of the science of team science
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Factors that Influence Teamwork
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Yakovchenko, V., Morgan, T. R., Chinman, M. J., Powell, B. J., Gonzalez, R., Park, A., Malone, P. S., Chartier, M., Ross, D., & Rogal, S. S. (2021) · BMC Health Services Research · doi:10.1186/s12913-021-07312-4 · Cited by 27 · see citing works
Rosen, M. A., & Dietz, A. S. (2017) · The Wiley Blackwell Handbook of the Psychology of Team Working and Collaborative Processes · doi:10.1002/9781118909997.ch21 · Cited by 26 · see citing works
Mohr, D. C., Rosen, C. S., Schnurr, P. P., Orazem, R. J., Noorbaloochi, S., Clothier, B. A., Eftekhari, A., Bernardy, N. C., Chard, K. M., Crowley, J. J., et al. (2018) · Psychiatric Services · doi:10.1176/appi.ps.201700432 · Cited by 26 · see citing works
Barriers and Facilitators to Team-Based Care in the Context of Primary Care Transformation
Cromp, D., Hsu, C. W., Coleman, K., Fishman, P. A., Liss, D. T., Ehrlich, K. J., Johnson, E., Ross, T. R., Trescott, C. E., Trehearne, B., et al. (2015) · Journal of Ambulatory Care Management · doi:10.1097/jac.0000000000000056 · Cited by 24 · see citing works
McGuier, E. A., Aarons, G. A., Byrne, K. A., Campbell, K. A., Keeshin, B., Rothenberger, S. D., Weingart, L. R., Salas, E., & Kolko, D. J. (2023) · Implementation Science Communications · doi:10.1186/s43058-023-00393-8 · Cited by 23 · see citing works
Self-citationMcGuier, E. A., Kolko, D. J., Klem, M. L., Feldman, J. A., Kinkler, G., Diabes, M. A., Weingart, L. R., & Wolk, C. B. (2021) · Systematic Reviews · doi:10.1186/s13643-021-01747-w · Cited by 22 · see citing works
Self-citationThe ambiguity of “we”: Perceptions of teaming in dynamic environments and their implications
Kerrissey, M. J., Novikov, Z., Tietschert, M. V., Phillips, R. S., & Singer, S. J. (2023) · Social Science & Medicine · doi:10.1016/j.socscimed.2023.115678 · Cited by 20 · see citing works
Team Functioning and Performance in Child Advocacy Center Multidisciplinary Teams
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Self-citationMarkon, M.-P., Chiocchio, F., & Fleury, M. (2017) · Journal of Interprofessional Care · doi:10.1080/13561820.2017.1305951 · Cited by 16 · see citing works
Team Dynamics and Processes in the Workplace
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Kolko, D. J., McGuier, E. A., Turchi, R. M., Thompson, E., Iyengar, S., Smith, S. N., Hoagwood, K., Liebrecht, C., Bennett, I. M., Powell, B. J., et al. (2022) · Implementation Science · doi:10.1186/s13012-022-01195-7 · Cited by 16 · see citing works
Self-citationEnhancing quality improvement team effectiveness
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Barone, J. E. (2015) · Patient Safety in Surgery · doi:10.1186/s13037-014-0054-1 · Cited by 9 · see citing works
Team Performance in Knowledge Work
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Promoting high-functioning mental health treatment teams in the context of low staffing ratios
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Self-citationUnderstanding how team process-sequences emerge over time and their relationship to team performance
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Self-citationBrown, R. B., Miller-Walfish, S., Scott, S., Ali, A., Marjavi, A., Miller, E. A., & McGuier, E. A. (2023) · Preventive Medicine Reports · doi:10.1016/j.pmedr.2023.102204 · Cited by 3 · see citing works
Self-citationMcGuier, E. A., Aarons, G. A., Wright, J. D., Fortney, J. C., Powell, B. J., Rothenberger, S. D., Weingart, L. R., Miller, E. A., & Kolko, D. J. (2023) · Implementation Science Communications · doi:10.1186/s43058-023-00437-z · Cited by 2 · see citing works
Self-citation
Flagged first, then by citations
Research works printed but not linked: 3
- Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Harvard Business Press.
- Salas E. Rico R. Passmore J. (2017). The Wiley Blackwell handbook of the psychology of team working and collaborative processes. John Wiley & Sons, Ltd.
- Salas E. Tannenbaum S. Cohen D. Latham G. (2013). Developing and enhancing teamwork in organizations: Evidence-based best practices and guidelines. John Wiley & Sons.
Cited by
Sorted by citations
McGuier, E. A., Kolko, D. J., Aarons, G. A., Schachter, A., Klem, M. L., Diabes, M. A., Weingart, L. R., Salas, E., & Wolk, C. B. (2024) · Implementation Science · doi:10.1186/s13012-024-01381-9 · Cited by 70 · see citing works
Self-citation
- Authors
- McGuier, E. A., Kolko, D. J., Stadnick, N. A., Brookman-Frazee, L., Wolk, C. B., Yuan, C. T., Burke, C. S., & Aarons, G. A.
- Affiliations
- University of Pittsburgh (US)
- University of California San Diego (US)
- Leonard Davis Institute of Health Economics (US)
- Johns Hopkins University (US)
- University of Central Florida (US)
- Corresponding author
- McGuier, Elizabeth A.
- ORCID
- Venue
- Implementation Research and Practice
- Publisher
- SAGE Publications
- Published
- 2023-01
- Volume
- 4
- Pages
- 26334895231190855-26334895231190855
- ISSN
- 2633-4895 (ISSN-L)
- PMC
- PMC10387676
- OpenAlex
- W4385353140
- Cited by
- 34
- References
- 120
- Citations by year
- 2026: 8 · 2025: 9 · 2024: 16 · 2023: 1
- FWCI
- 11.97
- Type
- journal article
- Language
- en
- Open access
- gold
- doi.org
- Licence
- Locations
- Implementation Research and Practice (publishedVersion, cc-by-nc)
- PubMed Central (publishedVersion, cc-by-nc)
- PubMed (publishedVersion)
- eScholarship (California Digital Library) (submittedVersion, cc-by-nc)
- DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
- Funders
- National Institute on Drug Abuse (DA049891)
- National Institute of Mental Health (MH123729, MH124914, MH126231)
- Agency for Healthcare Research and Quality (HS026862)
- Topics
- Health Sciences › Health Professions › General Health Professions › Health Policy Implementation Science
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Health Sciences › Health Professions › General Health Professions › Health Sciences Research and Education
- Keywords
- team effectiveness, healthcare teams, EPIS framework, implementation framework, team-based care, implementation outcomes, implementation strategies, team structure
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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