Investigating facilitators and barriers of university-based administrative staff, residents and researchers to...

This study aims to analyse the barriers and facilitators towards an implementation of active breaks (ABs) intervention inside the workplace.

This study used a mixed-methods approach, incorporating virtual focus groups and an online questionnaire, conducted among the workers of Alma Mater Studiorum - University of Bologna (Italy). A total of 30 participants (N=30), including administrative and academic staff, PhD candidates, specialised trainees and research fellows, were involved in the study. Key themes and subthemes related to the barriers and facilitators of ABs interventions at the university were identified and categorised according to the three levels of the socio-ecological model.

The most commonly reported barriers are: lack of time, lack of motivation (intrapersonal level); lack of influence, lack of awareness (social level); physical space, organisational support (environmental level). The most commonly reported facilitators are: access to information, flexible work hours (intrapersonal level); group support, awareness programmes (social level); adequate spaces, organisational structure (environmental level). A significant majority (81.48%) recognised the problem of sedentary time at work, with strong interest (92.59%) in workplace interventions to reduce it. Flexibility in timing for ABs (44.44%) was preferred over fixed schedules, with preference for dedicated areas (37.04%) and outdoor spaces (29.63%). The majority (62.96%) preferred taking ABs in small groups open to all, with a qualified kinesiologist (40.74%) leading the management.

This study identified barriers and facilitators to an ABs intervention from the perspective of administrative staff, residents and researchers. These findings could help institutions foster an environment that promotes physical activity, reduces sedentary behaviour and promotes the well-being and safety of workers through an integrated and individual-centred approach.