Table 4 Researcher and knowledge users’ views on factors that discouraged knowledge user collaboration on cancer health services research projects

1. No explicit discussion of knowledge user (KU) role^a

Lack of an explicit discussion of roles may have led to ambiguity about KU role throughout the project including their role in sharing results in the KU’s organization.

2. KUs do not have decisional authority within the organization to implement project results^a

Not all KUs had decisional authority to implement the results at the organization.

3. No clear implementation plan for results in KU’s organization^b

The goal of specific projects may have been to generate new knowledge, but there was no plan as to what exactly would be done with that knowledge in the KU’s organization.

4. Lack of alignment between project goals and organizational goals and priorities^b

Project goals must align with the organization’s goals and priorities for results to be considered for implementation by the cancer system organization.

5. Lack of time for KU involvement in project and/or geographical distance from researchers^a

KUs had multiple responsibilities and had to make time for involvement in project. Being a KU on a project was not part of their usual role in the organization. In some projects, KUs were located in another city and interactions occurred by teleconference.

6. KU turnover at organization^a

KU turnover was perceived to significantly impact collaboration on projects. For example, project history was lost when a new KU joined the study team.

7. Lack of knowledge translation framework or process in KU’s organization^b

KUs commented that without a knowledge translation framework within the organization, it was difficult to share results of research study with key decision-makers. While the KUs used the term “framework”, it is possible that other organizational features such as knowledge translation structures and processes may be needed.