CONTEXT Relationships between researchers and decision-makers have demonstrated positive potential to influence research, policy and practice. Over time, interest in better understanding the relationships between the two parties has grown as demonstrated by a plethora of studies globally. However, what remains elusive is the evolution of these vital relationships and what can be learned from them with respect to advancing evidence-informed decision-making. We therefore explored the nuances around the initiation, maintenance and dissolution of academic-government relationships. METHODS We conducted in-depth interviews with 52 faculty at one school of public health and 24 government decision-makers at city, state, federal and global levels. Interviews were transcribed and coded deductively and inductively using Atlas.Ti. Responses across codes and respondents were extracted into an Excel matrix and compared in order to identify key themes. FINDINGS Eight key drivers to engagement were identified, namely (1) decision-maker research needs, (2) learning, (3) access to resources, (4) student opportunities, (5) capacity strengthening, (6) strategic positioning, (7) institutional conditionalities, and (8) funder conditionalities. There were several elements that enabled initiation of relationships, including the role of faculty members in the decision-making process, individual attributes and reputation, institutional reputation, social capital, and the role of funders. Maintenance of partnerships was dependent on factors such as synergistic collaboration (i.e. both benefit), mutual trust, contractual issues and funding. Dissolution of relationships resulted from champions changing/leaving positions, engagement in transactional relationships, or limited mutual trust and respect. CONCLUSIONS As universities and government agencies establish relationships and utilise opportunities to share ideas, envision change together, and leverage their collaborations to use evidence to inform decision-making, a new modus operandi becomes possible. Embracing the individual, institutional, networked and systems dynamics of relationships can lead to new practices, alternate approaches and transformative change. Government agencies, schools of public health and higher education institutions more broadly, should pay deliberate attention to identifying and managing the various drivers, enablers and disablers for relationship initiation and resilience in order to promote more evidence-informed decision-making.

中文翻译：

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探索学术公共卫生研究人员与决策者之间互动的演变：从启动到解散。

背景研究人员与决策者之间的关系已显示出影响研究，政策和实践的积极潜力。随着时间的推移，全球范围内的大量研究表明，对更好地了解两党之间关系的兴趣已经增长。但是，仍然难以捉摸的是这些重要关系的演变以及在推进循证决策方面可以从中学到的东西。因此，我们探索了围绕学术，政府关系的发起，维持和瓦解的细微差别。方法我们对一所公共卫生学院的52名教职员工和城市，州，联邦和全球各级的24位政府决策者进行了深入访谈。使用Atlas.Ti对访谈进行了转录和归纳和归纳编码。跨代码和受访者的回答被提取到一个Excel矩阵中，并进行比较以识别关键主题。调查结果确定了参与的八个主要驱动因素，即（1）决策者的研究需求，（2）学习，（3）获取资源，（4）学生机会，（5）能力增强，（6）战略定位，（ 7）制度条件，以及（8）出资者条件。能够建立关系的因素有很多，包括教师在决策过程中的角色，个人属性和声誉，机构声誉，社会资本以及资助者的角色。维持伙伴关系取决于诸如协同合作（即互惠互利），相互信任，合同问题和资金等因素。解除关系的原因是拥护者改变/离开职位，参与交易关系或相互信任和尊重有限。结论随着大学和政府机构建立关系并利用机会共享想法，共同构想变革并利用他们的协作来利用证据为决策提供依据，新的作案手法成为可能。拥抱个人，机构，网络和系统的关系动态可以导致新的实践，替代方法和变革性变化。政府机构，公共卫生学校和高等教育机构应更广泛地注意识别和管理各种驱动因素，