| 1. |
- Ebbevi, David, et al.
(författare)
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Boards of directors' influences on occupational health and safety : a scoping review of evidence and best practices
- 2021
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Ingår i: International Journal of Workplace Health Management. - : EMERALD GROUP PUBLISHING LTD. - 1753-8351 .- 1753-836X. ; 14:1, s. 64-86
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Tidskriftsartikel (refereegranskat)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 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.
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| 2. |
- Frykman, Mandus
(författare)
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Investigating mechanisms of change in implementation processes : theoretical and methodological perspectives
- 2017
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Background: The implementation of research findings into practice is complex and challenging. Recurrent reports point to the failure of implementation and a costly gap between current knowledge and the services provided to end users. To overcome these challenges and to improve our understanding of implementation, it has been suggested that researchers make use of theory and study the change mechanisms that describe how and why implementation strategies influence outcomes in a specific context. Yet, such studies remain scarce. Aim: The overall aim of this thesis is to investigate change mechanisms in implementation. This is done through a theoretically based analysis of how behavior change interventions (study I and II) and leadership style (study III) influence employees’ initial (study I and III) and sustained (study II and III) use of a teamwork work process (study I and II) and an occupational health intervention (study III). Methods: Teamwork implementation was studied with a comparable case study design (study I), and teamwork sustainability was further studied with a design based on realistic evaluation (study II). Data were collected with interviews, observations and document analysis. Both studies used the theoretical framework DCOM® to analyze behavior change interventions and observations of teamwork behaviors as the outcome. The influence of line managers’ leadership style on implementation was investigated in a longitudinal intervention study (study III). Data were collected from questionnaire surveys at baseline and follow-up at 12 months. Employees’ use of the web-based intervention was collected from electronic data logs and used as the outcome. Findings: An implementation strategy based on communication, daily feedback, ongoing problem-solving and adjustments to the teamwork intervention was found to be successful for the implementation of teamwork. The fallback in the implementation strategy had a negative influence on sustainability. The analysis describes how and why the implementation strategy influenced implementation outcomes in a complex organizational context. Line managers’ supportive change activities, which are directly related to the intervention implemented, had a significant influence on employees’ initial and sustained use of the web-based occupational health intervention. The line managers’ transformational leadership did not have a direct influence on use but an indirect influence mediated by their supportive change activities. Conclusions: The DCOM® framework and realistic evaluation provided useful theoretical and methodological frameworks for the investigation and understanding of how the implementation strategy and contextual factors interact and cause behavior change. The findings imply that an implementation strategy should be based on a theoretical understanding of change mechanisms and an analysis of context to successfully influence behavior change. Furthermore, the findings points to the dynamics of context and suggests that context needs to be continuously updated and in turn used to guide updates to the implementation strategy. Finally, the thesis underlines the importance of line managers’ dedicated focus on supportive change activities and challenges previous research suggesting that transformational leadership is the leadership style of choice for successful implementation.
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| 3. |
- Frykman, Mandus, et al.
(författare)
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The work is never ending : uncovering teamwork sustainability using realistic evaluation
- 2017
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Ingår i: Journal of Health Organization & Management. - 1477-7266 .- 1758-7247. ; 31:1, s. 64-81
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Tidskriftsartikel (refereegranskat)abstract
- PurposeThe purpose of this paper is to uncover the mechanisms influencing the sustainability of behavior changes following the implementation of teamwork.Design/methodology/approachRealistic 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.FindingsThe 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 implicationsThe implementation of complex organizational changes in complex healthcare contexts requires continuous adaption and managerial activities well beyond the initial implementation period.Originality/valueBy 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.
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| 4. |
- Furmark, Tomas, et al.
(författare)
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Guided and unguided self-help for social anxiety disorder : randomised controlled trial
- 2009
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Ingår i: British Journal of Psychiatry. - : Royal College of Psychiatrists. - 0007-1250 .- 1472-1465. ; 195:5, s. 440-447
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Tidskriftsartikel (refereegranskat)abstract
- Background Internet-delivered self-help programmes with added guidance have shown efficacy in social anxiety disorder, unguided self-help has been insufficiently studied. Aims To evaluate the efficacy of guided and unguided self-help social anxiety disorder. Method Participants followed a cognitive-behavioural self-help programme in the form of either pure bibliotherapy or an internet-based treatment with therapist guidance and online group discussions. A subsequent trial was conducted to evaluate treatment specificity. Participants (n=235) were randomised to one of three conditions in the first trial, or one of four conditions in the second. Results Pure bibliotherapy and the internet-based treatment were better than waiting list on measures of social anxiety, general anxiety, depression and quality of life. The internet-based therapy had the highest effect sizes, but directly comparable effects were noted for bibliotherapy augmented with online group discussions. Gains were well maintained a year later. Conclusions Unguided self-help through bibliotherapy can produce enduring improvement for individuals with social anxiety disorder.
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| 5. |
- Lornudd, Caroline, et al.
(författare)
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A piece of the boardroom pie – An interview study exploring what drives Swedish corporate boards’ engagement in occupational health and safety
- 2020
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Ingår i: Journal of Occupational and Environmental Medicine. - 1076-2752 .- 1536-5948. ; 62:6, s. 389-397
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Tidskriftsartikel (refereegranskat)abstract
- Objectives: To investigate why boards of directors engage in occupational health and safety (OHS) and what influences their level of engagement.Methods: Thirty-four board members and chief executive officers at large companies from the manufacturing, construction, trade, and health/social care sectors were interviewed. An inductive thematic analysis was conducted.Results: Five drivers organized along a continuum explain why boards engage: legal compliance, untoward events, external expectations/regulations, business drivers, and moral values. Certain factors influence the level of engagement: board's OHS competence, owner's agenda, and competing needs.Conclusions: Boards continuously prioritize among multiple foci. If a board's total engagement is likened to a pie, the size of the OHS slice will depend on the drivers, as well as on the influencing factors. We suggest that even boards with many drivers can down-prioritize OHS under certain conditions.
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