5 research outputs found
Organizational change and development: the case for evidence-based practice
This chapter first discusses the complexities of change in organizations and why so many OCD programs
fail and makes the case for change agents to become evidence-based in their change agency practice.
The author then offers a definition of evidence-based organizational change and development (EBOCD)
and outlines the types of “best evidence” that can be used to inform and shape the formulation and
implementation of OCD strategies and to critically evaluate the associated processes and change agency
practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples
from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of
“design science,” “professional partnership” research, and “replication” researchChapter