This research addresses the question, "How do organizational culture and strategy
influence implementation of evidence-based practice within a clinical environment?".
The research was conducted February - March 2005 within the Neonatal Intensive Care
Unit (NICU) at Children's and Women's Health Centre, Vancouver, BC. Full- and parttimelcasual
NICU employees received the Quality Improvement Implementation Survey
11. The survey is based on the Competing Values Framework, where an organization's
culture is defined by employee perceptions of the emphases between flexibility and
stability, and internal and external foci. Interviews were conducted with NICU
employees representing a variety of professional roles (nurses, neonatologists,