‘Same, but different’: A mixed-methods realist evaluation of a cluster-randomized controlled participatory organizational intervention
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‘Same, but different’ : A mixed-methods realist evaluation of a cluster-randomized controlled participatory organizational intervention. / Abildgaard, Johan Simonsen; Nielsen, Karina; Wåhlin-Jacobsen, Christian Dyrlund; Maltesen, Thomas; Christensen, Karl Bang; Holtermann, Andreas.
In: Human Relations, Vol. 73, No. 10, 2020, p. 1339-1365.Research output: Contribution to journal › Journal article › Research › peer-review
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TY - JOUR
T1 - ‘Same, but different’
T2 - A mixed-methods realist evaluation of a cluster-randomized controlled participatory organizational intervention
AU - Abildgaard, Johan Simonsen
AU - Nielsen, Karina
AU - Wåhlin-Jacobsen, Christian Dyrlund
AU - Maltesen, Thomas
AU - Christensen, Karl Bang
AU - Holtermann, Andreas
PY - 2020
Y1 - 2020
N2 - Participatory organizational interventions are a recommended approach to improve the psychosocial work environment. As interventions of this type are shaped by employees and managers, their implementation can vary considerably, making evaluation challenging. This study contributes to our understanding of interventions by focusing on how the intervention mechanisms and the organizational context interact. In a mixed-methods design, we use multi-group structural equation modelling of pre-and post-intervention survey data (N = 204) to test multiple mediational mechanisms in three different contexts. We then analyse interviews (N = 67) and field observations of workshops to identify the role of contextual factors. The findings suggest that participatory organizational interventions do not produce one-size-fits-all results; on the contrary, intervention results are better understood as products of multiple intervention mechanisms interacting with the specific organizational contexts.
AB - Participatory organizational interventions are a recommended approach to improve the psychosocial work environment. As interventions of this type are shaped by employees and managers, their implementation can vary considerably, making evaluation challenging. This study contributes to our understanding of interventions by focusing on how the intervention mechanisms and the organizational context interact. In a mixed-methods design, we use multi-group structural equation modelling of pre-and post-intervention survey data (N = 204) to test multiple mediational mechanisms in three different contexts. We then analyse interviews (N = 67) and field observations of workshops to identify the role of contextual factors. The findings suggest that participatory organizational interventions do not produce one-size-fits-all results; on the contrary, intervention results are better understood as products of multiple intervention mechanisms interacting with the specific organizational contexts.
KW - collective efficacy
KW - context
KW - structural equation modelling
KW - transformational leadership
KW - work environment
U2 - 10.1177/0018726719866896
DO - 10.1177/0018726719866896
M3 - Journal article
AN - SCOPUS:85074434305
VL - 73
SP - 1339
EP - 1365
JO - Human Relations
JF - Human Relations
SN - 0018-7267
IS - 10
ER -
ID: 231408025