Highlights
- •Champions led four different project types; the most common was quality improvement.
- •Frontline nurse champions led both top-down and bottom-up projects.
- •Project type, initiation level, and personal championship solely do not matter.
- •Bottom-up service and administrative projects require championship behaviors.
- •For human resource and top-down projects, championship behaviors do not matter.
Abstract
Background
Frontline nurse champions are key innovation-implementation agents. Despite the growing
interest in nurse champions’ innovation, whether project novelty is a product of championship
behavior (e.g., expressing confidence in the innovation's success and network building),
the project's contextual characteristics (project type and initiation level), or their
joint effects, remains unsolved.
Purpose
To develop and test an interactionist model of project novelty in nursing.
Methods
A cross-sectional design with a multisource approach to data collection.
Findings
Results demonstrated a direct effect of project type, a two-way interaction effect
of level of initiation and project type, a two-way interaction effect of championship
and project type, and a three-way interaction effect of project type, initiation level,
and championship on project's novelty.
Discussion
Bottom-up service and administrative projects require champions’ championship behaviors
to foster novelty, whereas for bottom-up quality-improvement projects, such behaviors
can harm project novelty. For human-resource projects and for top-down projects, championship
behaviors do not matter.
Keywords
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Article info
Publication history
Published online: February 08, 2019
Accepted:
February 2,
2019
Received in revised form:
December 24,
2018
Received:
September 26,
2018
Identification
Copyright
© 2019 Elsevier Inc. All rights reserved.
