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Concluding Reflections and Presentation of an EBOCD Conceptual Process Model

Concluding Reflections and Presentation of an EBOCD Conceptual Process Model
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Author(s): Robert G. Hamlin (University of Wolverhampton, UK), Jenni Jones (University of Wolverhampton, UK) and Andrea D. Ellinger (The University of Texas at Tyler, USA)
Copyright: 2019
Pages: 19
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source 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)
DOI: 10.4018/978-1-5225-6155-2.ch053

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Abstract

This chapter begins by presenting a synopsis of insights on EBOCD practice gleaned from the Section 2 chapters, and a range of extant and emergent generalized (common) insights and lessons about evidence-based initiatives for OCD that have resulted from a multiple cross-case comparative analysis of the 33 reflective case histories presented in Section 3. It then offers a response to the skepticisms expressed by McLean and Kim, the authors of Chapter 52, about the reality of EBOCD ever existing beyond what they suggest could be outlier case history examples of OCD by drawing attention to the wide range of extant best evidence that informed them. The chapter concludes with an EBOCD Conceptual Process Model which offers a pathway forward for bridging the reputed research-practice gap in the field of OCD and HRD, and for generating new bodies of best evidence and practice-to-theory research opportunities.

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