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Evidence-based organizational change and development: organizational understanding, analysis, and evaluation
Hamlin, Robert G. Russ-Eft, Darlene
Hamlin, Robert G.
Russ-Eft, Darlene
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2018-12-31
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Abstract
The chapter first provides an overview of “best practice” and conventional “received wisdom” relating to OCD and emphasizes the importance of adopting more evidence-based approaches to develop in-depth understanding of the organization prior to planning and instigating an OCD initiative. The authors then discuss a range of historical and contemporary theoretical perspectives for analyzing and making sense of the interacting relationships between an organization’s structure, function, and culture, and of the complexities, contradictions, and paradoxes of organizational life. Additionally, they identify various approaches, tools, techniques, and desirable attributes, competencies, and political skills for developing and evaluating the effectiveness of EBOCD strategies and change agency practice.
Citation
Hamlin, R. G. and Russ-Eft, D. (2018) 'Evidence-based organizational change and development: organizational understanding, analysis, and evaluation', in Hamlin, R. G., Ellinger, A. D. and Jones, J. (2018) Evidence-based initiatives for organizational change and development. Hershey, Pennsylvania: IGI Global, pp. 30-51.
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en
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9781522561552
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Attribution-NonCommercial-NoDerivs 3.0 United States