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  • 1.
    Hasson, H.
    et al.
    Karolinska Institutet, Stockholm, Sweden.
    von Thiele Schwarz, Ulrica
    Karolinska Institutet, Stockholm, Sweden; Stockholm University, Stockholm, Sweden.
    Nielsen, K.
    Norwich Business School, University of East Anglia, Norwich, United Kingdom.
    Tafvelin, S.
    Umeå University, Umeå, Sweden.
    Are We All in the Same Boat?: The Role of Perceptual Distance in Organizational Health Interventions2016Inngår i: Stress and Health, ISSN 1532-3005, E-ISSN 1532-2998, Vol. 32, nr 4, s. 294-303Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The study investigates how agreement between leaders' and their team's perceptions influence intervention outcomes in a leadership-training intervention aimed at improving organizational learning. Agreement, i.e. perceptual distance was calculated for the organizational learning dimensions at baseline. Changes in the dimensions from pre-intervention to post-intervention were evaluated using polynomial regression analysis with response surface analysis. The general pattern of the results indicated that the organizational learning improved when leaders and their teams agreed on the level of organizational learning prior to the intervention. The improvement was greatest when the leader's and the team's perceptions at baseline were aligned and high rather than aligned and low. The least beneficial scenario was when the leader's perceptions were higher than the team's perceptions. These results give insights into the importance of comparing leaders' and their team's perceptions in intervention research. Polynomial regression analyses with response surface methodology allow three-dimensional examination of relationship between two predictor variables and an outcome. This contributes with knowledge on how combination of predictor variables may affect outcome and allows studies of potential non-linearity relating to the outcome. Future studies could use these methods in process evaluation of interventions. 

  • 2.
    Lundmark, R.
    et al.
    Karolinska Institutet, Stockholm, Sweden.
    von Thiele Schwarz, Ulrica
    Karolinska Institutet, Stockholm, Sweden.
    Hasson, H.
    Karolinska Institutet, Stockholm, Sweden.
    Stenling, A.
    Umeå University, Umeå, Sweden.
    Tafvelin, S.
    Umeå University, Umeå, Sweden.
    Making it fit: Associations of line managers' behaviours with the outcomes of an organizational-level intervention2018Inngår i: Stress and Health, ISSN 1532-3005, E-ISSN 1532-2998, Vol. 34, nr 1, s. 163-174Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Line managers' behaviours are important during implementation of occupational health interventions. Still, little is known about how these behaviours are related to intervention outcomes. This study explored the relationship between line managers' intervention-specific transformational leadership (IsTL), intervention fit (the match between the intervention, persons involved, and the surrounding environment), and change in intrinsic motivation and vigour. Both direct and indirect relationships between IsTL and change in intrinsic motivation and vigour were tested. Ninety employees participating in an organizational-level occupational health intervention provided questionnaire ratings at baseline and after 6 months. The results showed IsTL to be related to intervention fit and intervention fit to be related to intrinsic motivation. Using intervention fit as a mediator, the total effects (direct and indirect combined) of IsTL on change in intrinsic motivation and vigour were significant. In addition, IsTL had a specific indirect effect on intrinsic motivation. This study is the first to use IsTL as a measure line managers' behaviours. It is also the first to empirically evaluate the association between intervention fit and intervention outcomes. By including these measures in evaluations of organizational-level occupational health interventions, we can provide more informative answers as to what can make interventions successful. 

  • 3.
    Tafvelin, Susanne
    et al.
    Karolinska Inst, Dept Learning Informat Management & Eth, Med Management Ctr, S-17177 Stockholm, Sweden.;Umea Univ, Dept Psychol, Umea, Sweden..
    von Thiele Schwarz, Ulrica
    Mälardalens högskola, Akademin för hälsa, vård och välfärd, Hälsa och välfärd. Karolinska Inst, Dept Learning Informat Management & Eth, Med Management Ctr, S-17177 Stockholm, Sweden..
    Nielsen, Karina
    Univ Sheffield, Inst Work Psychol, Sheffield, S Yorkshire, England..
    Hasson, Henna
    Karolinska Inst, Dept Learning Informat Management & Eth, Med Management Ctr, S-17177 Stockholm, Sweden.;Ctr Epidemiol & Community Med, Stockholm, Sweden..
    Employees' and line managers' active involvement in participatory organizational interventions: Examining direct, reversed, and reciprocal effects on well-being2019Inngår i: Stress and Health, ISSN 1532-3005, E-ISSN 1532-2998, Vol. 35, nr 1, s. 69-80Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    This study examined how employee participation and perceptions of line managers' support during a participatory organizational intervention were related to well-being over time. Although previous studies suggest that employees' and managers' active involvement in participatory organizational interventions may be related to well-being, little is known about the temporal aspects, such as at which time during the intervention these factors matter, or possible reciprocal effects. Building on conservation of resources theory, we tested hypotheses concerning direct, reversed, and reciprocal relationships between employee participation and perceptions of line manager support in relation to well-being. We used a four-wave panel design consisting of 159 hospital workers. Cross-lagged analyses showed that perceived line managers' support in the initiation and active phase was related to participation in the active phase. Participation in the initiation and active phase was related to well-being in the active and sustained phase, respectively. Results also revealed that participation in the initiation phase was related to perceived line managers' support in the active phase, which in turn predicted participation in the active phase, which translated into job satisfaction in the sustained phase supporting reversed and reciprocal effects in the form of resource caravans. Theoretical implications for research and practice are discussed.

  • 4.
    von Thiele Schwarz, Ulrica
    et al.
    Karolinska Institutet, Stockholm, Sweden; Stockholm University, Stockholm, Sweden.
    Lundmark, R.
    Karolinska Institutet, Stockholm, Sweden.
    Hasson, H.
    Karolinska Institutet, Stockholm, Sweden.
    The Dynamic Integrated Evaluation Model (DIEM): Achieving Sustainability in Organizational Intervention through a Participatory Evaluation Approach2016Inngår i: Stress and Health, ISSN 1532-3005, E-ISSN 1532-2998, Vol. 32, nr 4, s. 285-293Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Recently, there have been calls to develop ways of using a participatory approach when conducting interventions, including evaluating the process and context to improve and adapt the intervention as it evolves over time. The need to integrate interventions into daily organizational practices, thereby increasing the likelihood of successful implementation and sustainable changes, has also been highlighted. We propose an evaluation model—the Dynamic Integrated Evaluation Model (DIEM)—that takes this into consideration. In the model, evaluation is fitted into a co-created iterative intervention process, in which the intervention activities can be continuously adapted based on collected data. By explicitly integrating process and context factors, DIEM also considers the dynamic sustainability of the intervention over time. It emphasizes the practical value of these evaluations for organizations, as well as the importance of their rigorousness for research purposes. 

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