Birken, S. A., Bunger, A. C., Powell, B. J., Turner, K., Clary, A. S., Klaman, S. L., ... & Chatham, J. R. S.2017-05-182017-05-182017Birken, S. A., Bunger, A. C., Powell, B. J., Turner, K., Clary, A. S., Klaman, S. L., ... & Chatham, J. R. S. (2017). Organizational theory for dissemination and implementation research. Implementation Science, 12(1), 62.https://implementationscience.biomedcentral.com/articles/10.1186/s13012-017-0592-xhttp://hdl.handle.net/11212/3341Even under optimal internal organizational conditions, implementation can be undermined by changes in organizations’ external environments, such as fluctuations in funding, adjustments in contracting practices, new technology, new legislation, changes in clinical practice guidelines and recommendations, or other environmental shifts. Internal organizational conditions are increasingly reflected in implementation frameworks, but nuanced explanations of how organizations’ external environments influence implementation success are lacking in implementation research. Organizational theories offer implementation researchers a host of existing, highly relevant, and heretofore largely untapped explanations of the complex interaction between organizations and their environment. In this paper, we demonstrate the utility of organizational theories for implementation research.enevaluation researchimplementationorganizational theoriesArticle