| Literature DB >> 31367207 |
John G Eastwood1,2,3,4,5, Lynn A Kemp2,6, Pankaj Garg5,7, Ingrid Tyler8,9, Denise E De Souza10.
Abstract
BACKGROUND: We will describe here a translational social epidemiology protocol for confirming a critical realist "Theory of Neighbourhood Context, Stress, Depression, and the Developmental Origins of Health and Disease (DOHaD). The approach will include the concretising and contextualising of the above causal theory into programme theories for child and adolescent interventions that aim to break intergenerational cycles of disadvantage and poor life outcomes. In undertaking this work we seek to advance realist translational methodology within the discipline of applied perinatal and paediatric social epidemiology. THEORY AND METHODS: The research settings are in metropolitan Sydney. The design will be a longitudinal, multi-level, mixed method realist evaluation of applied programme interventions that seek to break the intergeneration cycle of social disadvantage and poor child health and developmental outcomes. The programme of research will consist of three components: 1) Operationalisation of the theory and designing of programme initiatives for implementation; 2) Evaluation of the translated programme and implementation theory using Theory of Change and critical realist evaluation; and 3) Theory Testing of realist hypotheses using both intensive and extensive critical realist research methods including realist structural modelling. DISCUSSION: The proposed programme of research will assist in translating empirical explanatory theory building to theory driven interventions. The research will be situated in socially disadvantaged regions of Sydney where the local child and family inter-agencies will collaborate to design and implement new initiatives that address significant disparities in childhood development and adolescent outcomes attributed to neighbourhood circumstances, family stress and intergenerational cycles of disadvantage and poor mental health.Entities:
Keywords: critical realism; developmental origins of health and disease; evaluation; neighbourhood; social epidemiology; theory; translational epidemiology
Year: 2019 PMID: 31367207 PMCID: PMC6659581 DOI: 10.5334/ijic.3962
Source DB: PubMed Journal: Int J Integr Care Impact factor: 5.120
Figure 1Phases of Explanatory Theory Building.
Figure 2Conceptual Framework of Maternal Depression, Stress, and Context.
Figure 3Research Map [41, p 72].
Figure 4CMO Propositions: (a) Danermark et al [35]; (b) Pawson and Tilly [34].
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. |