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Researchers and practitioners recognise the importance of context when implementing healthcare interventions, but the influence of wider environment is rarely mapped. This paper identifies the country and policy-related factors potentially explaining the country differences in outcomes of an intervention focused on improving detection and management of heavy alcohol use in primary care in Colombia, Mexico and Peru. Qualitative data obtained through interviews, logbooks and document analysis are used to explain quantitative data on number of alcohol screenings and screening providers in each of the countries. Existing alcohol screening standards in Mexico, and policy prioritisation of primary care and consideration of alcohol as a public health issue in Colombia and Mexico positively contributed to the outcome, while the COVID-19 pandemic had a negative impact. In Peru, the context was unsupportive due to a combination of: political instability amongst regional health authorities; lack of focus on strengthening primary care due to the expansion of community mental health centres; alcohol considered as an addiction rather than a public health issue; and the impact of COVID-19 on healthcare. We found that wider environment-related factors interacted with the intervention implemented and can help explain country differences in outcomes. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this qualitative study is to compare the perceptions of employed people in Mexico and Colombia about managerial and leadership behavioural effectiveness. Design/methodology/approach: A qualitative multiple cross-case and cross-nation comparative analysis of findings obtained from the two past emic replication (Mexico and Colombia) studies was conducted. Findings: The study suggests that people within Mexican and Colombian organizations perceive "managerial and leadership behavioural effectiveness" in very similar ways. The findings support those researchers whose studies indicate that culture may not, as previously thought, play a significant role in the way managers should manage and lead their subordinates. Research limitations/implications: The authors acknowledge two main limitations related to the sample size and scope of the two compared sets of empirical source data. The number of critical incidents about perceived managerial behavioural effectiveness obtained from the two compared studies was unbalanced (318 from the Mexican study and 267 from the Colombian study). Thus, the authors suggest more indigenous replication managerial behaviour studies be carried out in both Mexico and Colombia with the objective of identifying (if possible) the existence of critical incidents that could lead to different findings. Furthermore, the authors suggest conducting replica studies focused on specific industries rather than a diverse range of organizations to test the generalizability of the findings. Practical implications: The findings of the comparative study are relevant to those human resource development professionals in international companies with operations in Mexico and/or Colombia when preparing their executives for international assignments in these Latin American countries. Originality/value: The comparative study attempts to generate new insights and better understanding within the context of "managerial and leadership behavioural effectiveness" research, which the authors hope will make a useful contribution to the existing small body of knowledge regarding similarities and differences in managerial practices across culturally diverse Latin American countries. [ABSTRACT FROM AUTHOR]