Mandus Frykman, Ulrica von Thiele Schwarz, Åsa Muntlin Athlin, Henna Hasson and Pamela Mazzocato
The purpose of this paper is to uncover the mechanisms influencing the sustainability of behavior changes following the implementation of teamwork.
Abstract
Purpose
The purpose of this paper is to uncover the mechanisms influencing the sustainability of behavior changes following the implementation of teamwork.
Design/methodology/approach
Realistic evaluation was combined with a framework (DCOM®) based on applied behavior analysis to study the sustainability of behavior changes two and a half years after the initial implementation of teamwork at an emergency department. The DCOM® framework was used to categorize the mechanisms of behavior change interventions (BCIs) into the four categories of direction, competence, opportunity, and motivation. Non-participant observation and interview data were used.
Findings
The teamwork behaviors were not sustained. A substantial fallback in managerial activities in combination with a complex context contributed to reduced direction, opportunity, and motivation. Reduced direction made staff members unclear about how and why they should work in teams. Deterioration of opportunity was evident from the lack of problem-solving resources resulting in accumulated barriers to teamwork. Motivation in terms of management support and feedback was reduced.
Practical implications
The implementation of complex organizational changes in complex healthcare contexts requires continuous adaption and managerial activities well beyond the initial implementation period.
Originality/value
By integrating the DCOM® framework with realistic evaluation, this study responds to the call for theoretically based research on behavioral mechanisms that can explain how BCIs interact with context and how this interaction influences sustainability.
Details
Keywords
Mandus Frykman, Robert Lundmark, Ulrica von Thiele Schwarz, Karin Villaume and Henna Hasson
The purpose of this paper is to investigate line managers’ influence on employee usage of a web-based system for occupational health management.
Abstract
Purpose
The purpose of this paper is to investigate line managers’ influence on employee usage of a web-based system for occupational health management.
Design/methodology/approach
Questionnaires were used to measure line managers’ transformational leadership at baseline and their change-supportive managerial activities during weeks 16–52. Employee initial (weeks 16–52) and sustained (weeks 53–144) use of the web-based system was measured by extracting their frequency of logins to the system from electronic records. Data were collected from six white-collar organizations from 2011 through 2013. Mixed Poisson regressions were used to analyze the influence of transformational leadership and change-supportive managerial activities on employee usage.
Findings
As predicted, line managers’ change-supportive activities influenced the employees’ initial and sustained use of the system. Line managers’ transformational leadership had no direct effect on employees’ use of the system, however transformational leadership was indirectly associated with employees’ initial and sustained use of the system through line managers’ change-supportive activities.
Originality/value
The study adds to the understanding of the role line managers’ play during the implementation of occupational health interventions. The findings suggest that the line managers’ change-supportive activities directed toward the intervention are important for employees’ initial and sustained use of the system. The influence of transformational leadership was indirect, suggesting that line managers may need to direct their leadership behaviors toward the intervention to facilitate implementation.
Details
Keywords
David Ebbevi, Ulrica Von Thiele Schwarz, Henna Hasson, Carl Johan Sundberg and Mandus Frykman
To review the literature and identify research gaps in the role and influence boards of directors of companies have in occupational health and safety (OHS).
Abstract
Purpose
To review the literature and identify research gaps in the role and influence boards of directors of companies have in occupational health and safety (OHS).
Design/methodology/approach
This was done in a scoping review built on a structured search in MEDLINE (PubMed), EMBASE, PsycINFO, Sociological Abstracts, CCInfoWeb, EconLit, Web of Science, CINAHL and gray literature. Citations and reference lists were tracked. Inclusion criteria were publication in English. Exclusion criteria were studies covering companies using subcontractors to arrange OHS, or with <250 employees.
Findings
Forty-nine studies were included. The majority contained empirical data (n = 28; 57%), some were entirely normative (n = 16; 33%), and a few contained normative claims far beyond empirical data (n = 5; 10%). Empirical studies gave no insight into the scope of impact of board activities on OHS, and no studies assess the causal mechanisms by which board activities influence OHS outcomes. Most studies focused on both health and safety (n = 20; 41%) or only safety (n = 15; 31%). Context might explain the focus on safety rather than health, but is not clearly elucidated by the studies. Several studies are describing leadership behavior, although not framed as such. A narrative summary is presented to facilitate future research.
Research limitations/implications
Future research should include: (1) which board activities influence OHS, (2) how board activities influence OHS, (3) the influence of context and (4) the leadership role of boards of directors.
Originality/value
This study identifies a total lack of research on the basic mechanics of the relationship between boards and OHS.