Abstract
Our work explores the gap between evidence, management practices and the adoption of innovations. The article draws on the results of a longitudinal study examining the adoption of remote care (telecare) services. Five UK non-profit organisations form purposively chosen case studies. In the process of adoption, we explore how managers interpret and construct evidence to inform practice. Our results demonstrate that managerial interpretations of evidence are negotiated through a series of interlinked frames of reference. These frames align evidence with existing professional practices and needs, and mobilise collective decision-making and strategic action. The degree to which the resulting adapted managerial practice is consistent with aims and objectives of the recipient organisation serves to mediate innovation spread.