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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
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