This study aims to examine employee engagement in a digital workplace step challenge, exploring both the initiation and sustainment of health-promoting behaviours. The capability-opportunity-motivation behaviour (COM-B) model was applied and extended with the intention-behaviour gap concept to understand why some employees participated fully while others dropped off.
A mixed-methods design was used within a case study at dsm-firmenich, a global company active in nutrition, health, and beauty. The study combined step count data from a corporate wellness app (n = 1,051), survey responses from 159 employees and 15 semi-structured interviews. Quantitative analysis tested predictors of app installation and challenge participation. Thematic analysis was applied to the interviews.
All COM-B constructs predicted behavioural intention, with motivation emerging as the strongest driver. Additional barriers (workload, social norms and perceived organisational support) were identified that contributed to the gap between intention and behaviour. An extended COM-B framework is proposed.
The study was based on one organisation and intervention type. Future research should explore how participation drivers differ across contexts. Findings contribute to behaviour change theory by highlighting how organisational factors influence the translation of intention into action.
Effective workplace interventions to promote workers' health should address structural barriers, avoid overly competitive formats and tailor participation options to diverse employee profiles and preferences.
This study advances behavioural models by incorporating contextual and organisational factors that influence participation in workplace health promotion programmes. It offers practical guidance to design interventions that move beyond individual motivation.
