Evidence-based organizational change and development: is evidence-based OCD a reality or mere rhetoric?
Abstract
This article discusses the compelling need for, and demonstrates, the significant practical 'reality' of evidence-based organizational change and development (EBOCD). It offers a summary of a previously conducted analysis that resulted in 10 validated 'original' and 10 'new' emergent common 'insights' and 'lessons learned' on the effective formulation and implementation of OCD initiatives. These were deduced from 'critical perspectives' and 'reflective case histories' of EBOCD practice offered by over 70 evidence-based organizational leaders/managers, HRD professionals and change management consultants. The article concludes with several recommendations for those engaged in OCD change agency practiceCitation
Hamlin, R., Jones, J. and Ellinger, A. (2020) Evidence-based organizational change and development: is evidence-based OCD a reality or mere rhetoric?, The International Journal of HRD Practice, Policy & Research, 4(1), pp. 13-20.Journal
International Journal of HRD Practice, Policy & ResearchAdditional Links
https://www.ijhrdppr.com/Type
Journal articleLanguage
enDescription
©2020 The Authors. Published in International Journal of HRD Practice, Policy & Research. This is an open access article available under a Creative Commons licence. The published version can be accessed at the following link on the publisher’s website: https://en.calameo.com/read/006426985bb96f8ce61e6ISSN
2397-4583Collections
The following licence applies to the copyright and re-use of this item:
- Creative Commons
Except where otherwise noted, this item's license is described as Attribution-NonCommercial 4.0 International