Dynamics of Implementation and Maintenance of Organizational Health Interventions
Bibliographic Data
| ID | 15466403 |
|---|---|
| Authors | Mohammad S Jalali (0000-0001-6769-2732, Massachusetts Institute of Technology, corresponding author), Hazhir Rahmandad (0000-0002-2784-9042, Massachusetts Institute of Technology), Sally Lawrence Bullock (0000-0001-8955-6395, University of North Carolina at Chapel Hill), Sally Bullock (University of North Carolina at Chapel Hill), Alice Ammerman (University of North Carolina at Chapel Hill) |
| Year | 2017 |
| Volume | 14 |
| Issue | 8 |
| Pages | 917-917 |
| Publication date | 2017-08-15 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Environmental Research and Public Health (JOURNAL) |
| Journal identifiers | ISSN: 1661-7827 • E-ISSN: 1660-4601 |
| Publisher | Multidisciplinary Digital Publishing Institute (PUBLISHER • CH) |
| DOI | 10.3390/ijerph14080917 |
| PMID | 28809807 |
| OpenAlex | W2736743860 |
| Language | EN |
| Citations received | 4 |
| References cited | 45 |
In this study, we present case studies to explore the dynamics of implementation and maintenance of health interventions. We analyze how specific interventions are built and eroded, how the building and erosion mechanisms are interconnected, and why we can see significantly different erosion rates across otherwise similar organizations. We use multiple comparative obesity prevention case studies to provide empirical information on the mechanisms of interest, and use qualitative systems modeling to integrate our evolving understanding into an internally consistent and transparent theory of the phenomenon. Our preliminary results identify reinforcing feedback mechanisms, including design of organizational processes, motivation of stakeholders, and communication among stakeholders, which influence implementation and maintenance of intervention components. Over time, these feedback mechanisms may drive a wedge between otherwise similar organizations, leading to distinct configurations of implementation and maintenance processes
Business · Empirical research · Health care · Health maintenance · Intervention (counseling · Knowledge management · Political science · Process management · Psychological intervention · Risk analysis (engineering · System dynamics · Complex Systems and Decision Making · Computer Science · Evaluation and Performance Assessment · Health Policy Implementation Science · Psychology
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| Unique citing works | 4 |
|---|---|
| Citations per year | 0,57 |
| Citation span | 2019 - 2022 (4) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 4 |