Examining the process of knowledge exchange and uptake (KEU) involved collaborating with a current decision-maker to determine what knowledge would be examined to increase the understanding why evidence is accepted or rejected as evidence for decision-making. The knowledge selected were the organizational values of a Regional Health Authority from a managerial perspective. The uptake was how the values informed decision-making. The secondary attributes were identified as the conditions and characteristics that enable or challenge using values. As decision-makers prefer usable tools as a research deliverable, a Continuous Improvement Model and Logic Model were populated with the results of a mixed method inquiry. The actionable recommendations are intended to counter challenges and encourage best practices, and provide evaluation indicators. This dissertation will add to the growing literature on how to influence the uptake of evidence through collaboration and effective knowledge transfer plans that aid in bridging the know-do gap.