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Evidence-Based Initiatives for Organizational Change and Development

Evidence-Based Initiatives for Organizational Change and Development
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


View Evidence-Based Initiatives for Organizational Change and Development on the publisher's website for pricing and purchasing information.


Without 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


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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