Abstract
In the climate of evidence-based practice, practitioners are expected to use research in their day-to-day clinical work; however, it is generally accepted that much healthcare is not based on research. The authors suggest 3 specific ways that organizational culture affects practitioner research use and propose leadership strategies that managers may find facilitate evidence-based practice. Through understanding how organizational culture can both hinder and facilitate practitioners' research use behaviors, managers are well positioned to leverage culture to improve evidence-based practice sustainability in their organizations.