Developing collaboration and dialogue in contractor forestry: a case study in the tradition of realist evaluation

This study describes and evaluates a long-term training program to improve dialogue between clients and contractors in two forestry companies. A comparative case study design was used. Interviews were conducted at three points: prior to training (n = 28), three months after completion (n = 30), and at a seven-year follow-up (n = 14). Analysis resulted in a program theory formulated as a context-mechanism-outcome (CMO) configuration to guide future dialogue-based training in interdependent forestry systems. In contexts characterized by diverse expectations, varied role understandings, and differing organizational cultures, sustainable change depends on both individual and structural factors. Central mechanisms include fostering shared understanding of roles and the forestry value chain, developing dialogical skills (e.g. active listening, reflection, feedback), linking training to everyday work practices, supporting psychological safety and constructive conflict engagement, and ensuring sustained organizational follow-up. These mechanisms are associated with short-term improvements in openness, trust, and teamwork; medium-term application of dialogical skills in cross-organizational collaboration; and long-term normalization of feedback practices and sustained cooperation. Lasting impact depends on participant preparation, alignment of expectations, practical relevance, and organizational support. Overall, the study shows that dialogue-based training can achieve lasting organizational change when embedded in supportive organizational contexts that reinforce learning and collaboration over time.