Aims and objectives: To develop sustainable resources and activity in one hospital to encourage, support and build research activity and innovation among nurses and midwives.
Background: Much resource is spent internationally to enable nurses and midwives to critique and quote research papers. The evidence suggests that little resource is focussed on enabling staff to conduct structured interventions that implement research as a service improvement activity, or enable nurses and midwives to undertake research in their clinical areas.
Design: Two cycles of action research took place in the hospital led by a steering group of insiders and outsiders. Each cycle was evaluated through interviews with participants and analysis of steering group meeting records.
Method: Action research methodology was used to develop partnership working between the hospital and university. A steering group of participants in the project led the development and made decisions based on findings from the evaluation stages of each cycle.
Results: The data demonstrate that the process is one of the slow snowball effects that gathered momentum. Key skills such as leadership, resourcing and time management are required alongside research skills.
Conclusions: Nursing research capacity can be developed in institutions where there are individuals with an enthusiasm to drive the agenda. Structures and processes need to be clear and transparent as well as supportive at the individual level. Change of this nature takes time and sustained effort.
Relevance to clinical practice: This study demonstrates that a combination of strong leadership, partnership working and development of clear infrastructure enabled nurses and midwives who provide direct patient care to develop, implement and evaluate their own service improvement/research initiatives. Enabling nurses and midwives to use research methods in their practice increases the amount of nurse/midwife-led evidence-based innovation.
© 2012 Blackwell Publishing Ltd.