| dc.description.abstract | Within the field of organizational change research there is an increased interest in examining the processes and elements that can hinder or foster successful implementation. In this study, a process evaluation framework developed by Nielsen and Randall (2013) was applied on an intervention in a branch of the public health sector in Norway. The aim was to examine how experiences of an implementation process could play a role in participants’ appraisals of the intervention and how this can play a role in outcome evaluation. In addition, the Job Demands-Resources model (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001) was used to supplement findings.
The study is based on seven semi-structured interviews, which were analyzed with thematic analysis. The analysis resulted in five themes; time pressure and lack of resources, information related to the intervention, trust in change management, perceived relevance, and communication channel. Related to these findings, the study shows how the organizational context can influence participants appraisals and that this, combined with a perceived lack of information and relevance for their work situation, can lead to participants developing own theories about the intervention and its aims. Despite these challenges, trust in management and their own theories about the intervention resulted in positive appraisals by participants, which led them to be drivers of change. The study also shows challenges for outcome evaluation, as there was a discrepancy between the planned and perceived intervention. The study suggests future research focus on examining these appraisals throughout the intervention process to determine which aspects at which points in the intervention can influence these appraisals. | nb_NO |
