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Evidence-Based Initiatives for Organizational Change and Development
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Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
Copyright: ©2019
DOI: 10.4018/978-1-5225-6155-2
ISBN13: 9781522561552
ISBN10: 1522561552
EISBN13: 9781522561569
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DescriptionWithout change, there can be no progress. To influence change, organizations attempt to harmonize internally and become accustomed to dealing with a variety of situations that may require a number of solutions. Winner of the R. Wayne Pace Human Resource Development Book of the Year Award, Evidence-Based Initiatives for Organizational Change and Development discusses what helps or hinders the organizational-change-and-development-related agency and provides practical insights and lessons to be learned from many reflections on evidence-based OCD practice. Featuring research on topics such as human resource development, organizational behavior, and management consultancy, this book is ideally designed for business academics, organizational change leaders, line managers, HRD professionals, OD/management consultants, and executive coaches seeking coverage on the implementation of OCD intervention strategies and the associated changes in management processes.
Table of Contents
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#1. Organizational Change and Development: The Case for Evidence-Based Practice
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#2. Evidence-Based Organizational Change and Development: Organizational Understanding, Analysis, and Evaluation
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#3. Reconsidering Essentials of Organization Development: An Evidence-Based Change Management Perspective
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#4. Action Research, Action Learning, and Appreciative Inquiry: Interventions That Build Individual and Group Capacity for EBOCD
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#5. Design Science Research to Produce Instrumental Knowledge for Evidence-Based Practice in OCD
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#6. To What Extent Is Culture Change Possible Through Coaching and Mentoring?
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#7. Culturally Informed Evidence-Based Organizational Change and Development Through the Lens of Complexity Theory
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#8. Factors Contributing to Organizational Change Success or Failure: A Qualitative Meta-Analysis of 200 Reflective Case Studies
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#9. Employee Participation in Change Programs
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#10. Investigating the Role of Data-Driven Decision-Making Within School Improvement Processes
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#11. Organizational Change and Values Systems Alignment
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#12. Observations on the Derailment of Organizational Change in Large Organizations
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#13. Leading, Managing, and Facilitating Organizational Change
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#14. Applied Theatre: A Novel Technique for Helping Organizations to Manage Change
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#15. Better Together?: A Case Study of the Organizational Integration at SOMOS-Saraiva in Brazil
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#16. Organizational Change and Development Through Quality Management in Higher Education Institutions: Theory, Practice, and Recommendations for Change Agents
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#17. Facing Organizational Change: An Italian Perspective on Six Challenges for Organizational Change Practitioners
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#18. Resistance to Organizational Change in Academia: A Case Study From Palestine Investigating the Under-Reflected Role of Change Agents
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#19. Delivering Organizational Change in Partnership With Trade Unions: Interest-Based Negotiation (IBN) Strategies
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#20. Evidence-Based Organizational Change in the UK Public Sector
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#21. Developing Coaching Skills to Support OD Skills for Leaders
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#22. Managing Change Within the UK Chemical Manufacturing Sector
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#23. Coaching for Change at Joseph Rowntree
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#24. Lessons Learned in Right-Sizing a UK Medium Size Manufacturing Site
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#25. Making It Work or Making It Better: Workforce Potential in a Complex World
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#26. Transforming Leader Change Agency Skills and Abilities Through Emotional Intelligence Focused Executive Coaching
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#27. Strength in Numbers?: Shaping Collaboration During a Period of Uncertainty and Change
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#28. Introducing Predictive Policing Technologies (PPT): An Action Research-Oriented Approach for EBOCD Initiatives
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#29. Creating a Business Unit Within a Large Sports and Entertainment Organization's Theatre Operation: Reflections on the Change Process
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#30. Building an Integrated Architecture for Leadership Assessment and Development at PepsiCo
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#31. Using Integrative Development to Create a Coaching Culture in a Professional Services Firm
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#32. Exploring Mentoring Program Efficacy Within the Context of EBOCD: Leveraging Naturally Occurring Circumstances to Deploy an Experiment
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#33. New Leader Transition and Acquisition Integration Using an Evidence-Based Action Learning Workshop Influenced by Appreciative Inquiry and Whole Group Approaches
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#34. Physician Leadership Development at Tower Health System
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#35. Organization-Wide Culture Change in a Large Healthcare Organization: A Case History
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#36. Implementing a Reduction-in-Force: Important Reflections From the Field
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#37. Reflections on an Organizational Change Process in a Medium-Sized Bavarian Family Business
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#38. Optimization of Human Resource Policy and Processes Within a Governmental Institution in the Health Sector, Honduras
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#39. Embedding a New Health and Safety Culture Within an Indian National Gas Transmission Company
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#40. Everything Must Change Because Nothing Changes: A History of Organizational Change in the Italian Banking Sector
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#41. Gezairi Transport New Horizon Transformation Project
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#42. Framing and Tropes in Organizational Change Practice
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#43. Facilitating Continuous Improvement in Patient Care in a Dutch General Hospital
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#44. We Have Just One World but Live in Different Parts: A Comparative Study of OCD in Healthcare in the Netherlands and Honduras
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#45. The “Co-Creation-Wheel”: A Guiding Instrument for Sustainable Change – A Case History of “Communities of Practice” in Dutch Elementary Schools
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#46. Manager Hopefulness When Seeking to Acquire Change Solutions: Buyer Beware! Critical Reflections on “Best Practice” Change Management Consultancy in the Netherlands
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#47. Macro-Change in a Micro-Firm
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#48. Changing and Improving Behavior in Management and Team Meetings: A Case History From the Portuguese Banking Sector
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#49. An Evidence-Based Journey of Organizational Change and Development Through Human-Centered Design
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#50. Changing Learning Paradigms in a Global Health Agency
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#51. Reflections on a Successful Downsizing Project Within a For-Profit Global Organization in Dubai, UAE: To Downsize the Right Way
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#52. Limitations and Optimizing Applications of Evidence in Evidence-Based Practices in Organizational Change and Development
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#53. Concluding Reflections and Presentation of an EBOCD Conceptual Process Model
Reviews and Testimonials
"With so many books on the market, it can be tough for one to stand out. This publication definitely stands out for four main reasons. The first is that it balances theory, research and practice. When I wanted to know the theory and the underpinning research, it was there, but I didn’t feel like it dominated, and it was matched by an equal focus on the practical world of applying that theory and research. The second is the variety of authors, and their depth of experience. Combined, the book captures thousands of years of experience - in academia, government, and in the private sector. The authors clearly tap into that experience to provide hundreds of examples of lessons learned and fresh ideas. The third is the breadth of the book’s scope. No aspect of the topic goes untouched. Many aspects are covered in depth, but even the more uncommon aspects are described in a way that’s useful for me as a scholar and practitioner. Finally, the book’s structure makes it suitable for both reading cover-to-cover as well as for cherry-picking chapters. It’s therefore suitable for someone wanting to dive deep into the subject soup-to-nuts, or someone who wants to focus on select topics or case studies. I recommend this book highly."
– Darren Short, GoDaddy Inc.
"The editors build an impressive library on organizational change and development (OCD), containing 53 chapters, covering almost all types of organized work-related human activities. Theoretical perspectives, philosophical outlooks, and practitioner’s wisdom precede a wealth of case histories from around the globe. The two volumes (750+ pages) are subdivided in 4 sections, complemented with introductions and critical reflections. The publication builds towards a renewed conceptual framework for change processes, illuminating insights, lessons learned, and their underpinnings from research...This magnus opus of Prof. Robert Hamlin, his co-editors, and the many contributing authors should be regarded as an ambitious endeavor to collect convincing sources for strengthening an evidence-based practice."
– Dr. Joseph Kessels, University of Twente, the Netherlands
Author's/Editor's Biography
Robert Hamlin (Ed.)
Robert (Bob) G. Hamlin is Emeritus Professor and Chair of Human Resource Development at the University of Wolverhampton in the UK and Honorary Treasurer of the University Forum for Human Resource Development-an international association for universities, reflective practitioners, and learning oriented organizations.His research is focused mainly on perceived managerial and leadership effectiveness and managerial coaching effectiveness within public, private and third sector organizations in the UK and in other countries within Africa, Asia, Europe, the Middle East, North America and South America. The findings of his research have been published nationally and internationally in a wide range of management and HRD related books and academic journals. Bob is lead co-editor of Organizational Change and Development: A reflective guide for managers, trainers and developers (FT Prentice Hall, 2001) and sole author of Universalistic Models of Managerial and Leadership Effectiveness: A cumulative and multiple cross-case empirical study of effective and ineffective managerial behaviour (VDM Verlag Dr Muller, 2009). He serves on several editorial boards including Human Resource Development Quarterly,Human Resource Development International, the European Journal of Training and Development, and the International Journal of Evidence-based Coaching and Mentoring.
Andrea Ellinger (Ed.)
Andrea D. Ellinger is Professor of Human Resource Development in the Soules College of Business at The University of Texas at Tyler. She is the former editor of Human Resource Development Quarterly and is the recipient of the 2012 Academy of Human Resource Development Outstanding Scholar of the Year Award. She has presented and published her research nationally and internationally, and has been the recipient of several teaching, research, reviewing, and service awards. She serves on several editorial boards including Management Learning, the International Journal of Evidence Based Coaching and Mentoring, the Journal of Workplace Learning, Human Resource Development Quarterly, Human Resource Development International, and is a Consulting Editor for Adult Education Quarterly. Her research interests include evolving managerial roles, managerial coaching, mentoring, informal learning in the workplace, organization development, organizational learning, the learning organization concept, and employee engagement.
Jenni Jones (Ed.)
Jenni Jones has held a variety of Human Resources & Learning and Development roles within both the private and public sector. She worked in HR and Organisational Development for the Prudential for 8 years, then moved to Britvic Soft Drinks as their Performance and Development Manager, and then into a Consultant role with SBC Training as their Professional Programmes Manager. In 2004, she joined the University of Wolverhampton Business School, where she teaches undergraduate and postgraduate courses in the area of Business, Leadership, Change, Coaching and Mentoring. As well as teaching, Jenni leads a variety of external projects and has worked with a number of UK Police Forces (she has received a special recognition award from both the West Midlands Police and the British Association for Women in Policing), the NHS, City Councils and a large number of private organisations. She has also published a variety of articles and spoken at a number of Conferences in the field of coaching, mentoring, women and leadership. Her current job title is Associate Professor in Coaching and Mentoring.
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