|dc.description.abstract||The transfer of research findings into practice has been unpredictable, haphazard and
slow. Organisations often fail to fully implement the policies they aim to adopt. This is
not necessarily due to any failure of the policy itself, but more likely a failure of the
implementation process. This research employed multimethods to examine the barriers
to, and facilitators of, routinisation of an intervention into everyday practice and
progressed to exploring the likelihood of implementation success by utilising
normalization process theory (NPT) measures.
A review of the literature indicates that implementation frameworks and dissemination
techniques have been poorly described and understood, and lack theoretical
justification. Furthermore, little is known within the literature about practice theories
and the wider social organisation, that is, the interaction between human agency and
social structure and how individual agents normalise new routines. The results of a
scoping review of the literature led to exploring the utility of NPT, a sociological midrange
theory that helps to explain social processes when implementing policy. The use
of a scoping review of extant meta-frameworks within the implementation science
literature identified key implementation strategies that promote progress of
implementation. The findings of the review complement those of earlier studies in that
identifying a clear demarcation between barriers and facilitators of implementation is
difficult. Aligning the strategies, identified in the scoping review with the constructs of
NPT, revealed a lack of detail in explaining the social processes required for successful
implementation to progress implementation. Therefore, the need to further develop our
understanding of the social processes through which policies become embedded within
everyday practice is justified. In this thesis, NPT is used in a novel context, that of implementing a program known as the Junior Football Match Guide (JFMG) within the
Australian Football League (AFL) organisation.
A multimethod approach was undertaken. First, qualitative interviews were conducted
with key informants from national, state, and league administrative levels of the AFL.
Second, a survey questionnaire was distributed to all members of the AFL through the
official online AFL website. The questionnaire, known as the Normalization Measure
and Development (NoMAD) tool, was modified for the sports context. NoMAD was
developed by colleagues in the United Kingdom and derived from NPT, with the aim of
exploring the likelihood of implementation progress and focusing on those who do the
implementation work. The findings highlighted to sports managers potential areas for
enhancing implementation progress. These findings have extended the development of
the NoMAD instrument internationally.
This research indicates that implementation is not a linear process, and the barriers and
facilitators to implementation are not as clearly demarcated as the literature suggests.
The key implementation strategies identified within this research, developed to
overcome barriers and facilitators, are mostly prescriptive and lack detail in explaining
the social action required to routinise policy. The utility of NPT in progressing
implementation has been examined by critically assessing the barriers and facilitators of
routinisation of a policy into everyday practice within the sports management context.
The implications of this study suggest that to progress implementation, added focus on
the social organisation of those who do the work of implementing policy is required by sports managers and implementation leaders.||