Systems entrepreneurship: a critical role for advancing physical activity policy and practice

Background:
Systems approaches to physical inactivity are commonplace. It is argued that their focus on dynamic influences and emergent outcomes may help address issues of inequalities, and sustainability and scalability of physical activity interventions. However, few studies have considered the underlying behavioural implications of systems approaches for actors of change. There is uncertainty as to what roles and associated needs better support change efforts across different levels of the system.

Purpose:
This qualitative study explored how to advance systems approaches to physical activity policy.

Methods:
Twenty-eight researchers, policymakers and practitioners participated in a half-day Zoom workshop, which was underpinned by action-orientated research principles. Using a flipped-class design, participants received videos before the workshop, which informed breakout/plenary discussions on: i) everyday experiences of systems working; ii) stimulating changes in practices and cultures; iii) mobilising knowledge of systems. Data were captured using Padlet, and analysed using a realist-informed thematic approach.

Results:
Findings indicated that the physical activity policy environment may be unconducive to systems approaches. Three propositions to mobilise the emerging idea of systems entrepreneurship were developed: 1) identifying a role in creating policy change can support system activation; 2) creating connections supports systems awareness, empowerment and belonging, and facilitates transdisciplinarity; 3) increasing focus on agency can support those trying to change systems. Findings transcended individuals to raise ideas about the ‘health’ of collective systems.

Conclusions:
Systems approaches to physical activity promotion may be further optimised by critical behaviourally-informed reflections. Systems entrepreneurship provides a clear role to enhance transdisciplinarity and co-produce solutions for opportune moments, while galvanising systems in needs supportive ways.

Practical implications:
Systems approaches are challenging to implement. People involved in system change efforts should be supported motivationally, and trained to identify and act upon windows of opportunity to change the system architecture. More action-informed research is required.

Funding:
UKRI-ESRC