Cited by 261Health Policy Implementation ScienceOrganizational Change and LeadershipHealth Sciences Research and Education

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The meaning and measurement of implementation climate

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Weiner, Bryan J, Belden, Charles M, Bergmire, Dawn M, Johnston, Matthew·2011·Implementation Science

DOI 10.1186/1748-5908-6-78PMC PMC3224582

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Abstract

BACKGROUND: Climate has a long history in organizational studies, but few theoretical models integrate the complex effects of climate during innovation implementation. In 1996, a theoretical model was proposed that organizations could develop a positive climate for implementation by making use of various policies and practices that promote organizational members' means, motives, and opportunities for innovation use. The model proposes that implementation climate--or the extent to which organizational members perceive that innovation use is expected, supported, and rewarded--is positively associated with implementation effectiveness. The implementation climate construct holds significant promise for advancing scientific knowledge about the organizational determinants of innovation implementation. However, the construct has not received sufficient scholarly attention, despite numerous citations in the scientific literature. In this article, we clarify the meaning of implementation climate, discuss several measurement issues, and propose guidelines for empirical study. DISCUSSION: Implementation climate differs from constructs such as organizational climate, culture, or context in two important respects: first, it has a strategic focus (implementation), and second, it is innovation-specific. Measuring implementation climate is challenging because the construct operates at the organizational level, but requires the collection of multi-dimensional perceptual data from many expected innovation users within an organization. In order to avoid problems with construct validity, assessments of within-group agreement of implementation climate measures must be carefully considered. Implementation climate implies a high degree of within-group agreement in climate perceptions. However, researchers might find it useful to distinguish implementation climate level (the average of implementation climate perceptions) from implementation climate strength (the variability of implementation climate perceptions). It is important to recognize that the implementation climate construct applies most readily to innovations that require collective, coordinated behavior change by many organizational members both for successful implementation and for realization of anticipated benefits. For innovations that do not possess these attributes, individual-level theories of behavior change could be more useful in explaining implementation effectiveness. SUMMARY: This construct has considerable value in implementation science, however, further debate and development is necessary to refine and distinguish the construct for empirical use.

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Figure 1 Implementation climate: its antecedents, consequences, and modifiers. Dashed lines indicate relationships discussed by Klein and Sorra (1996), but not discussed in this article. a. Strategic accuracy of innovation adoption (not discussed in this article) refers to the innovation's 'fit' with the strategic problem its adoption is intended to solve. b. Innovation effectiveness (not discussed in this article) refers to the benefits an organization receives as a result of its implementation of a given innovation.CC BY · PubMed Central

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Authors: Weiner, B. J., Belden, C. M., Bergmire, D. M., & Johnston, M.
Affiliations: University of North Carolina at Chapel Hill (US)
Corresponding author: Weiner, Bryan J
ORCID: Weiner, Bryan J
Belden, Charles M
Johnston, Matthew
Venue: Implementation Science
Publisher: Springer Science and Business Media LLC
Published: 2011-07-22
Volume: 6
Issue: 1
Pages: 78-78
ISSN: 1748-5908 (ISSN-L)
DOI: 10.1186/1748-5908-6-78
PMC: PMC3224582
OpenAlex: W2153210627
Cited by: 260
References: 95
Citations by year: 2026: 12 · 2025: 14 · 2024: 36 · 2023: 24 · 2022: 31 · 2021: 23 · 2020: 15 · 2019: 17 · 2018: 22 · 2017: 17 · 2016: 10 · 2015: 12 · 2014: 10 · 2013: 8 · 2012: 8
FWCI: 16.05
Type: journal article
Language: en
Open access: gold
doi.org
Licence: cc-by
www.springer.com/tdm (unspecified)
Locations: Implementation Science (publishedVersion, cc-by)
Europe PMC (PubMed Central) (publishedVersion, cc-by)
PubMed Central (publishedVersion, cc-by)
PubMed (publishedVersion)
Carolina Digital Repository (University of North Carolina at Chapel Hill) (submittedVersion)
Carolina Digital Repository (University of North Carolina at Chapel Hill) (submittedVersion, cc-by)
DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion)
UNC Libraries
Funders: National Cancer Institute (R01CA124402)
Topics: Health Sciences › Health Professions › General Health Professions › Health Policy Implementation Science
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
Health Sciences › Health Professions › General Health Professions › Health Sciences Research and Education
Keywords: implementation climate, innovation implementation, implementation effectiveness, construct validity, measurement, climate strength, organizational climate, organizational culture
MeSH terms: Cooperative Behavior, Diffusion of Innovation, Health Plan Implementation, Humans, Medical Oncology, Models, Theoretical, Organizational Innovation, Organizational Culture, Biomedical Research

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