Intervention development and implementation: Understanding and addressing barriers to organizational-level interventions

Anthony D. LaMontagne; Andrew J. Noblet; Paul A. Landsbergis

doi:10.4324/9780203723494-9

Intervention development and implementation: Understanding and addressing barriers to organizational-level interventions

Anthony D. LaMontagne, Andrew J. Noblet, Paul A. Landsbergis

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

Abstract

This chapter summarizes recent evidence on the development and implementation of interventions to address psychosocial risk in the workplace, in particular outlining current understandings of barriers to organizational-level interventions and ways to overcome those barriers. This chapter and this book are premised on the need for organizational-level intervention to effectively manage workplace psychosocial risk. This premise is based on principles from relevant disciplines (e.g. public health, occupational health, health promotion, and organizational psychology (LaMontagne, Keegel, and Vallance, 2007) combined with empirical evidence from intervention research.

Original language	English
Title of host publication	Improving Organizational Interventions For Stress and Well-Being
Subtitle of host publication	Addressing Process and Context
Publisher	Taylor and Francis
Pages	21-38
Number of pages	18
ISBN (Electronic)	9781135848248
ISBN (Print)	9781848720565
DOIs	https://doi.org/10.4324/9780203723494-9
State	Published - 1 Jan 2012
Externally published	Yes

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Intervention development and implementation: Understanding and addressing barriers to organizational-level interventions. / LaMontagne, Anthony D.; Noblet, Andrew J.; Landsbergis, Paul A.
Improving Organizational Interventions For Stress and Well-Being: Addressing Process and Context. Taylor and Francis, 2012. p. 21-38.

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

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Intervention development and implementation: Understanding and addressing barriers to organizational-level interventions

Abstract

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