Figure 1
Phases of Explanatory Theory Building.
Figure 2
Conceptual Framework of Maternal Depression, Stress, and Context.
Figure 3
Research Map [41, p 72].
Figure 4
CMO Propositions: (a) Danermark et al [35]; (b) Pawson and Tilly [34].
Table 1
CIMO-logic – the Components of Design Propositions [46].
| Component | Explanation |
|---|---|
| Context (C) | The surrounding (external and internal environment) factors and the nature of the human actors that influence behavioural change. They include features such as age, experience, competency, organizational politics and power, the nature of the technical system, organizational stability, uncertainty and system interdependencies. Interventions are always embedded in a social system and, as noted by Pawson and Tilley (1997), will be affected by at least four contextual layers: the individual, the interpersonal relationships, institutional setting and the wider infrastructural system. |
| Interventions (I) | The interventions managers have at their disposal to influence behaviour. For example, leadership style, planning and control systems, training, performance management. It is important to note that it is necessary to examine not just the nature of the intervention but also how it is implemented. Furthermore, interventions carry with them hypotheses, which may or may not be shared. For example, ‘financial incentives will lead to higher worker motivation’. |
| Mechanisms (M) | The mechanism that in a certain context is triggered by the intervention. For instance, empowerment offers employees the means to contribute to some activity beyond their normal tasks or outside their normal sphere of interest, which then prompts participation and responsibility, offering the potential of long-term benefits to them and/or to their organization. |
| Outcome (O) | The outcome of the intervention in its various aspects, such as performance improvement, cost reduction or low error rates. |