Dynamics of Implementation and Maintenance of Organizational Health Interventions
Name
Dynamics of Implementation and Maintenance of Organizational Health Interventions
Size
1.59 MB
Format
Unknown
Checksum (MD5)
d4c8d6d8b022502ca8859cc72cef0a6d
Author(s)
Bullock, Sally
Ammerman, Alice
Jalali, Seyed Mohammad Javad
Rahmandad, Hazhir
Date Issued
August 2017
Journal
International Journal of Environmental Research and Public Health
Publisher
MDPI AG
Citation
Jalali, Mohammad et al. “Dynamics of Implementation and Maintenance of Organizational Health Interventions.” International Journal of Environmental Research and Public Health 14, 8 (August 2017): 917 © 2017 The Author(s)
Version
Final published version
Abstract
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 impleme ntation 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.
MIT Department
Sloan School of Management
Terms of Use
Creative Commons Attribution 4.0 International
Persistent DSpace Link
DOI of Published Version
https://doi.org/10.3390/IJERPH14080917
