Welcome to the InfoSci Platform
Reference Hub15
Evidence-Based Organizational Change and Development: Role of Professional Partnership and Replication Research

Evidence-Based Organizational Change and Development: Role of Professional Partnership and Replication Research

Robert G. Hamlin
Copyright: © 2016 |Pages: 23
ISBN13: 9781466699984|ISBN10: 1466699981|EISBN13: 9781466699991
DOI: 10.4018/978-1-4666-9998-4.ch007
Cite Chapter Cite Chapter

MLA

Hamlin, Robert G. "Evidence-Based Organizational Change and Development: Role of Professional Partnership and Replication Research." Bridging the Scholar-Practitioner Gap in Human Resources Development, edited by Claretha Hughes and Matthew W. Gosney, IGI Global, 2016, pp. 120-142. https://doi.org/10.4018/978-1-4666-9998-4.ch007

APA

Hamlin, R. G. (2016). Evidence-Based Organizational Change and Development: Role of Professional Partnership and Replication Research. In C. Hughes & M. Gosney (Eds.), Bridging the Scholar-Practitioner Gap in Human Resources Development (pp. 120-142). IGI Global. https://doi.org/10.4018/978-1-4666-9998-4.ch007

Chicago

Hamlin, Robert G. "Evidence-Based Organizational Change and Development: Role of Professional Partnership and Replication Research." In Bridging the Scholar-Practitioner Gap in Human Resources Development, edited by Claretha Hughes and Matthew W. Gosney, 120-142. Hershey, PA: IGI Global, 2016. https://doi.org/10.4018/978-1-4666-9998-4.ch007

Export Reference

Mendeley
Favorite

Abstract

This chapter is targeted mainly toward HRD practitioners and line managers who are actively involved in bringing about effective and beneficial organizational change and development (OCD) within their own respective organizations and/or within host organizations. Its purpose is to help them to appreciate more fully the complexities of the process issues of managing change, and the value of using theory and results of rigorous internal research in a very conscious and focused way to inform, shape, and evaluate their own change agency practice. After discussing why so many OCD programs fail, the author argues that ‘evidence-based management' and ‘evidence-based HRD', coupled with HRD's understanding of and alignment with the strategic thrust of the business, will likely lead to more effective OCD initiatives and programs. Several case examples of evidence-based OCD from the United Kingdom are presented, and the merits of ‘design science', ‘professional partnership research' and ‘replication research' are discussed.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.