Kawonga M, Blaauw D, Fonn S. Aligning vertical interventions to health systems: a case study of the HIV monitoring and evaluation system in South Africa. Health Res Policy Syst. 2012;10:2. Adsul P, Wray R, Gautam K, Jupka K, Weaver N, Wilson K. Becoming a health literate organization: Formative research results from healthcare organizations providing care for undeserved communities. Health Serv Manag Res. 2017;30(4):188–96. https://doi.org/10.1177/0951484817727130. The Nicaraguan National Guard was featured in three major film productions, all set during the 1979 Nicaraguan Revolution, the first being the 1980 German movie The Uprising shot on location at Nicaragua. [56] This was followed in 1983 by the Hollywood movies Last Plane Out and Under Fire; the latter was actually shot at Mexico with Mexican Army soldiers portraying both Guardia' troops and FSLN guerrillas. [57] See also [ edit ] Wood SJ. Cascading strategy in a large health system: Bridging gaps in hospital alignment through implementation. Health Serv Manag Res. 2019;32(3):113–23. https://doi.org/10.1177/0951484818805371.

Pegler, Martin (2010). The Thompson Submachine Gun: From Prohibition Chicago to World War II. Weapon series 1. Oxford: Osprey Publishing. ISBN 9781849081498. The advanced training squadron of the Aviation School operated twenty-nine North American AT-6 Texan dual-seat trainers, ten Piper PA-18 Super Cub light utility aircraft, seven Cessna 172 J/K Skyhawk utility aircraft and six Fairchild PT-19A trainers. [52]Williamson, Owen (August 1999). "Nicaraguan Guerrilla Victory". Military History. Leesburg, Virginia: Primedia Special Interest Publications. 16 (3). ISSN 0889-7328.

Piscotty RJ, Tzeng HM. Exploring the clinical information system implementation readiness activities to support nursing in hospital settings. Comput Inform Nurs. 2011;29(11):648–56. The Sandinista junta replaced the disbanded Guardia Nacional with two new forces, the Ejército Popular Sandinista (EPS, Sandinista Popular Army) and the Policía Sandinista (Sandinista Police). Eventually, alumni of the National Guard would be reconstituted, with the support of the CIA and Honduras, as the Contra rebels. [9] Colonel Anastasio Somoza Portocarrero (a.k.a. "El Chigüín") – Founder and Chief Director of the Infantry Basic Training School (EEBI) from 1976 to 1979. [12]Combat and transport vehicles [ edit ] A M4 Sherman tank of the Nicaraguan National Guard during clashes with Sandinista rebels in Estelí, 1979. Managua was also home to most of the GN's main tactical units such as the Batallón de Guardia Presidencial (BGP, Presidential Guard Battalion), the Patrulla Presidencial (PP, Presidential VIP protection unit), the Primero Batallón Blindado (PBB, 1st Armoured Battalion), the Batallón de Combate General Somoza (BCGS, General Somoza Combat Battalion), the Batallón de Ingeniería (Engineer Battalion), the Batallón de Policía Militar (BPM, Military Police Battalion), and the Artillery Batteries. [7] Some of the studies included in this review build on an implementation framework or a change theory [ 1, 6, 21, 30, 33, 37, 38, 40, 44]. Among these, CFIR [ 7], i-PARISH [ 39], and EPIS [ 42] are commonly used within implementation science and considered important to guide EBI implementation. Alignment or fit is briefly mentioned in all these frameworks. In CFIR, to create fit is brought up in relation to the innovation and the inner context (implementation climate) elements, e.g., the importance of aligning characteristics of an innovation with norms and values among individuals in the inner context [ 7]. In the i-PARIHS framework, the degree of fit of the innovation with existing practice and value was highlighted [ 39]. Further, the facilitator, which is the active ingredient of implementation in i-PARIHS, is considered responsible to oversee alignment between the innovation and the other elements (context and recipients). In the EPIS framework, fit is mentioned in relation to the innovation and the context elements [ 42]. In addition, there is a component called bridging factors, which recognize the connection and relationship between the inner and the outer context, and the implementation process. Although not explicitly mentioning alignment or fit in this component, we interpret alignment as central here in achieving fit of the EBI. In our review we have identified elements that should be aligned (structural and social), actors involved in alignment (e.g., leaders, healthcare providers and change agents) and strategies to achieve alignment (e.g., design, contextualize, communicate and evaluate). Altogether, our findings suggest that alignment is complex and concern several components outlined in these implementation frameworks. Thus, one potential important next step could be to integrate alignment to encompass all the connections between elements included in this review matching the included components of the implementation frameworks. For example, when designing and preparing for implementation of an EBI stakeholder could consider and assess what structural and social elements of an organization or system that the EBI needs to be aligned with to become successful. Furthermore, stakeholders could also assess whether the current alignment of elements in the organization and/or system need to be re-aligned considering the changes introduced by the EBI. Sorensen AV, Harrison MI, Kane HL, Roussel AE, Halpern MT, Bernard SL. From research to practice: factors affecting implementation of prospective targeted injury-detection systems. BMJ Qual Saf. 2011;20(6):527–33. https://doi.org/10.1136/bmjqs.2010.045039. Parisi C. The impact of organisational alignment on the effectiveness of firms’ sustainability strategic performance measurement systems: an empirical analysis. J Manag Gov. 2013;17(1):71–97.