Creator of Knowledge
Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

Evidence-Based Organizational Change in the UK Public Sector

Evidence-Based Organizational Change in the UK Public Sector
View Sample PDF
Author(s): David Devins (Leeds Beckett University, UK), Alex Watson (Leeds City Council, UK) and Paul Turner (Leeds Beckett University, UK)
Copyright: 2019
Pages: 7
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.ch020


View Evidence-Based Organizational Change in the UK Public Sector on the publisher's website for pricing and purchasing information.


This reflective case history reflects on the experiences of a UK City Authority as it responds to the challenge of policy making for inclusive economic growth. It tells how the authority, in responding to a long-term vision, used change management processes to articulate and then implement change. The approach is characterized by the use of evidence to promote change within and between organizations. This is complemented by an adaptive strategy based on the design, development, implementation, and monitoring of interventions. Change is achieved in relatively small steps through minor innovations in practice and ongoing consideration of what works and what more can be done.

Related Content

Robert G. Hamlin. © 2019. 29 pages.
Robert G. Hamlin, Darlene F. Russ-Eft. © 2019. 22 pages.
Wouter ten Have, Ernst Graamans, Steven ten Have. © 2019. 24 pages.
Karen E. Watkins, Victoria J. Marsick, Ilene Wasserman. © 2019. 17 pages.
Joan Ernst van Aken. © 2019. 18 pages.
Robert Garvey. © 2019. 29 pages.
Maria Cseh, Beatriz Coningham. © 2019. 15 pages.
Body Bottom