Evaluating organizational-level work stress interventions: Beyond traditional methods

By T. Cox, M. Karanika, A. Griffiths, J. Houdmont. 2007

171 citations recorded by the source corpus.

Subfields: Applied Psychology, General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/718a104e30414a2919edec0748cd54b7a088e13e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. C. Biron
2. M. Karanika-Murray
3. Sturle Danielsen Tvedt
4. T. Cox
5. John McCormick
6. Cary L. Cooper
7. K. Nielsen
8. R. Randall

In General Health Professions

1. K. Nielsen
2. M. Karanika-Murray
3. R. Randall
4. C. Biron
5. Sturle Danielsen Tvedt
6. T. Cox
7. Toon W. Taris
8. John McCormick

In Organizational Behavior and Human Resource Management

1. K. Nielsen
2. M. Karanika-Murray
3. C. Biron
4. R. Randall
5. Sturle Danielsen Tvedt
6. T. Cox
7. Cary L. Cooper
8. John McCormick

Citations in the corpus

• The future of organizational interventions: Addressing the challenges of today's organizations (2010, background): “There is a need to open the “black box” and explore the processes that influence intervention outcomes (Cox et al, 2007 ; Lipsey & Cordray, 2000 ).”
• Process evaluation for organizational stress and well-being interventions: Implications for theory, method, and practice. (2014, methodology): “Cox et al. (2007), define process as “the flow of activities; essentially who did what, when, why, and to what effect” (p. 353).”
• Autopsy of a failure, evaluating process and contextual issues in an organizational-level work stress intervention (2010, background): “From a theoretical perspective, this study contributes to the acknowledged need to consider process issues instead of strictly focusing on outcomes in stress intervention research (Cox et al., 2007; Griffiths, 1999; Semmer, 2006).”
• The development of five scales to measure employees’ appraisals of organizational-level stress management interventions (2009, background): “In addition, strong quasi-experimental designs are often impractical to establish and maintain within organizations, thus adding to the uncertainty about the effectiveness of an intervention (Cox, Griffiths, Barlow, Randall, Thomson, & Rial-Gonzaléz, 2000; Cox et al., 2007; Nielsen et al., 2006).”
• Teachers' Attributions for Stress and Their Relationships with Burnout. (2011, background): “), and is a world-wide phenomenon ( Cox et al. , 2007”