Evidence-based initiatives for organizational change and development:
"This book contains the latest research on evidence-based initiatives for organizational change and development. It contains a better understanding of 'what can work best' for bringing about effective and beneficial organizational change and development, and the value of using "b...
Gespeichert in:
| Weitere Verfasser: | , , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hershey, Pennsylvania (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA) :
IGI Global,
[2018]
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | "This book contains the latest research on evidence-based initiatives for organizational change and development. It contains a better understanding of 'what can work best' for bringing about effective and beneficial organizational change and development, and the value of using "best evidence" to inform, shape or critically evaluate organizational change and development"-- |
| Beschreibung: | 66 PDFs (2 volumes) Also available in print. |
| Format: | Mode of access: World Wide Web. |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781522561569 |
| Zugangseinschränkungen: | Restricted to subscribers or individual electronic text purchasers. |
Internformat
MARC
| LEADER | 00000nam a2200000 i 4500 | ||
|---|---|---|---|
| 001 | ZDB-98-IGB-00197443 | ||
| 003 | IGIG | ||
| 005 | 20190325113846.0 | ||
| 006 | m eo d | ||
| 007 | cr bn |||m|||a | ||
| 008 | 190326s2018 pau fob 001 0 eng d | ||
| 010 | |z 2018002425 | ||
| 020 | |a 9781522561569 |q ebook | ||
| 020 | |z 9781522561552 |q hardcover | ||
| 024 | 7 | |a 10.4018/978-1-5225-6155-2 |2 doi | |
| 035 | |a (CaBNVSL)slc20418914 | ||
| 035 | |a (OCoLC)1090788003 | ||
| 040 | |a CaBNVSL |b eng |e rda |c CaBNVSL |d CaBNVSL | ||
| 050 | 4 | |a HD58.8 |b .E95 2018e | |
| 082 | 7 | |a 658.4/06 |2 23 | |
| 245 | 0 | 0 | |a Evidence-based initiatives for organizational change and development |c Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, editors. |
| 264 | 1 | |a Hershey, Pennsylvania (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA) : |b IGI Global, |c [2018] | |
| 300 | |a 66 PDFs (2 volumes) | ||
| 336 | |a text |2 rdacontent | ||
| 337 | |a electronic |2 isbdmedia | ||
| 338 | |a online resource |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Volume I. Section 1. Theoretical and philosophical perspectives on evidence-based initiatives for organizational change and development (OCD). Chapter 1. Organizational change and development: the case for evidence-based practice ; Chapter 2. Evidence-based organizational change and development: organizational understanding, analysis, and evaluation ; Chapter 3. Reconsidering essentials of organization development: an evidence-based change management perspective ; Chapter 4. Action research, action learning, and appreciative inquiry: interventions that build individual and group capacity for EBOCD ; Chapter 5. Design science research to produce instrumental knowledge for evidence-based practice in OCD ; Chapter 6. To what extent is culture change possible through coaching and mentoring? ; Chapter 7. Culturally informed evidence-based organizational change and development through the lens of complexity theory ; Chapter 8. Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies ; Chapter 9. Employee participation in change programs -- Section 2. OCD practitioner perspectives on evidence-based initiatives. Chapter 10. Investigating the role of data-driven decision-making within school improvement processes ; Chapter 11. Organizational change and values systems alignment ; Chapter 12. Observations on the derailment of organizational change in large organizations ; Chapter 13. Leading, managing, and facilitating organizational change ; Chapter 14. Applied theatre: a novel technique for helping organizations to manage change ; Chapter 15. Better together?: a case study of the organizational integration at SOMOS-Saraiva in Brazil ; Chapter 16. Organizational change and development through quality management in higher education institutions: theory, practice, and recommendations for change agents ; Chapter 17. Facing organizational change: an Italian perspective on six challenges for organizational change practitioners ; Chapter 18. Resistance to organizational change in academia: a case study from Palestine investigating the under-reflected role of change agents -- Volume II. Section 3. Reflective case histories of evidence-based initiatives for OCD. Chapter 19. Delivering organizational change in partnership with trade unions: interest-based negotiation (IBN) strategies ; Chapter 20. Evidence-based organizational change in the UK public sector ; Chapter 21. Developing coaching skills to support OD skills for leaders ; Chapter 22. Managing change within the UK chemical manufacturing sector ; Chapter 23. Coaching for change at Joseph Rowntree ; Chapter 24. Lessons learned in right-sizing a UK medium size manufacturing site ; Chapter 25. Making it work or making it better: workforce potential in a complex world ; Chapter 26. Transforming leader change agency skills and abilities through emotional intelligence focused executive coaching ; Chapter 27. Strength in numbers?: shaping collaboration during a period of uncertainty and change ; Chapter 28. Introducing predictive policing technologies (PPT): an action research-oriented approach for EBOCD initiatives ; Chapter 29. Creating a business unit within a large sports and entertainment organization's theatre operation: reflections on the change process ; Chapter 30. Building an integrated architecture for leadership assessment and development at Pepsico ; Chapter 31. Using integrative development to create a coaching culture in a professional services firm ; Chapter 32. Exploring mentoring program efficacy within the context of EBOCD: leveraging naturally occurring circumstances to deploy an experiment ; Chapter 33. New leader transition and acquisition integration using an evidence-based action learning workshop influenced by appreciative inquiry and whole group approaches ; Chapter 34. Physician leadership development at Tower Health System ; Chapter 35. Organization-wide culture change in a large healthcare organization: a case history ; Chapter 36. Implementing a reduction-in-force: important reflections from the field ; Chapter 37. Reflections on an organizational change process in a medium-sized Bavarian family business ; Chapter 38. Optimization of human resource policy and processes within a governmental institution in the health sector, Honduras ; Chapter 39. Embedding a new health and safety culture within an Indian national gas transmission company ; Chapter 40. Everything must change because nothing changes: a history of organizational change in the Italian banking sector ; Chapter 41. Gezairi transport new horizon transformation project ; Chapter 42. Framing and tropes in organizational change practice ; Chapter 43. Facilitating continuous improvement in patient care in a Dutch general hospital ; Chapter 44. We have just one world but live in different parts: a comparative study of OCD in healthcare in the Netherlands and Honduras ; Chapter 45. The "Co-creation-wheel": a guiding instrument for sustainable change a case history of "communities of practice" in Dutch elementary schools ; Chapter 46. Manager hopefulness when seeking to acquire change solutions: buyer beware! critical reflections on "best practice" change management consultancy in the Netherlands ; Chapter 47. Macro-change in a micro-firm ; Chapter 48. Changing and improving behavior in management and team meetings: a case history from the Portuguese banking sector ; Chapter 49. An evidence-based journey of organizational change and development through human-centered design ; Chapter 50. Changing learning paradigms in a global health agency ; Chapter 51. Reflections on a successful downsizing project within a for-profit global organization in dubai, UAE: to downsize the right way -- Section 4. Concluding reflections on the "rhetoric" and "reality" of evidence-based OCD. Chapter 52. Limitations and optimizing applications of evidence in evidence-based practices in organizational change and development ; Chapter 53. Concluding reflections and presentation of an EBOCD conceptual process model. | |
| 506 | |a Restricted to subscribers or individual electronic text purchasers. | ||
| 520 | 3 | |a "This book contains the latest research on evidence-based initiatives for organizational change and development. It contains a better understanding of 'what can work best' for bringing about effective and beneficial organizational change and development, and the value of using "best evidence" to inform, shape or critically evaluate organizational change and development"-- |c Provided by publisher. | |
| 530 | |a Also available in print. | ||
| 538 | |a Mode of access: World Wide Web. | ||
| 588 | |a Description based on title screen (IGI Global, viewed 03/26/2019). | ||
| 650 | 0 | |a Organizational behavior. | |
| 650 | 0 | |a Organizational change. | |
| 700 | 1 | |a Ellinger, Andrea D. |d 1964- |e editor. | |
| 700 | 1 | |a Hamlin, Bob |d 1940- |e editor. | |
| 700 | 1 | |a Jones, Jenni |d 1969- |e editor. | |
| 710 | 2 | |a IGI Global, |e publisher. | |
| 776 | 0 | |c (Original) |w (DLC)2018002425 | |
| 776 | 0 | 8 | |i Print version: |z 1522561552 |z 9781522561552 |w (DLC) 2018002425 |
| 856 | 4 | 0 | |l FWS01 |p ZDB-98-IGB |q FWS_PDA_IGB |u http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-5225-6155-2 |3 Volltext |
| 912 | |a ZDB-98-IGB | ||
| 049 | |a DE-863 | ||
Datensatz im Suchindex
| DE-BY-FWS_katkey | ZDB-98-IGB-00197443 |
|---|---|
| _version_ | 1816797080459411456 |
| adam_text | |
| any_adam_object | |
| author2 | Ellinger, Andrea D. 1964- Hamlin, Bob 1940- Jones, Jenni 1969- |
| author2_role | edt edt edt |
| author2_variant | a d e ad ade b h bh j j jj |
| author_facet | Ellinger, Andrea D. 1964- Hamlin, Bob 1940- Jones, Jenni 1969- |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.8 .E95 2018e |
| callnumber-search | HD58.8 .E95 2018e |
| callnumber-sort | HD 258.8 E95 42018E |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-98-IGB |
| contents | Volume I. Section 1. Theoretical and philosophical perspectives on evidence-based initiatives for organizational change and development (OCD). Chapter 1. Organizational change and development: the case for evidence-based practice ; Chapter 2. Evidence-based organizational change and development: organizational understanding, analysis, and evaluation ; Chapter 3. Reconsidering essentials of organization development: an evidence-based change management perspective ; Chapter 4. Action research, action learning, and appreciative inquiry: interventions that build individual and group capacity for EBOCD ; Chapter 5. Design science research to produce instrumental knowledge for evidence-based practice in OCD ; Chapter 6. To what extent is culture change possible through coaching and mentoring? ; Chapter 7. Culturally informed evidence-based organizational change and development through the lens of complexity theory ; Chapter 8. Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies ; Chapter 9. Employee participation in change programs -- Section 2. OCD practitioner perspectives on evidence-based initiatives. Chapter 10. Investigating the role of data-driven decision-making within school improvement processes ; Chapter 11. Organizational change and values systems alignment ; Chapter 12. Observations on the derailment of organizational change in large organizations ; Chapter 13. Leading, managing, and facilitating organizational change ; Chapter 14. Applied theatre: a novel technique for helping organizations to manage change ; Chapter 15. Better together?: a case study of the organizational integration at SOMOS-Saraiva in Brazil ; Chapter 16. Organizational change and development through quality management in higher education institutions: theory, practice, and recommendations for change agents ; Chapter 17. Facing organizational change: an Italian perspective on six challenges for organizational change practitioners ; Chapter 18. Resistance to organizational change in academia: a case study from Palestine investigating the under-reflected role of change agents -- Volume II. Section 3. Reflective case histories of evidence-based initiatives for OCD. Chapter 19. Delivering organizational change in partnership with trade unions: interest-based negotiation (IBN) strategies ; Chapter 20. Evidence-based organizational change in the UK public sector ; Chapter 21. Developing coaching skills to support OD skills for leaders ; Chapter 22. Managing change within the UK chemical manufacturing sector ; Chapter 23. Coaching for change at Joseph Rowntree ; Chapter 24. Lessons learned in right-sizing a UK medium size manufacturing site ; Chapter 25. Making it work or making it better: workforce potential in a complex world ; Chapter 26. Transforming leader change agency skills and abilities through emotional intelligence focused executive coaching ; Chapter 27. Strength in numbers?: shaping collaboration during a period of uncertainty and change ; Chapter 28. Introducing predictive policing technologies (PPT): an action research-oriented approach for EBOCD initiatives ; Chapter 29. Creating a business unit within a large sports and entertainment organization's theatre operation: reflections on the change process ; Chapter 30. Building an integrated architecture for leadership assessment and development at Pepsico ; Chapter 31. Using integrative development to create a coaching culture in a professional services firm ; Chapter 32. Exploring mentoring program efficacy within the context of EBOCD: leveraging naturally occurring circumstances to deploy an experiment ; Chapter 33. New leader transition and acquisition integration using an evidence-based action learning workshop influenced by appreciative inquiry and whole group approaches ; Chapter 34. Physician leadership development at Tower Health System ; Chapter 35. Organization-wide culture change in a large healthcare organization: a case history ; Chapter 36. Implementing a reduction-in-force: important reflections from the field ; Chapter 37. Reflections on an organizational change process in a medium-sized Bavarian family business ; Chapter 38. Optimization of human resource policy and processes within a governmental institution in the health sector, Honduras ; Chapter 39. Embedding a new health and safety culture within an Indian national gas transmission company ; Chapter 40. Everything must change because nothing changes: a history of organizational change in the Italian banking sector ; Chapter 41. Gezairi transport new horizon transformation project ; Chapter 42. Framing and tropes in organizational change practice ; Chapter 43. Facilitating continuous improvement in patient care in a Dutch general hospital ; Chapter 44. We have just one world but live in different parts: a comparative study of OCD in healthcare in the Netherlands and Honduras ; Chapter 45. The "Co-creation-wheel": a guiding instrument for sustainable change a case history of "communities of practice" in Dutch elementary schools ; Chapter 46. Manager hopefulness when seeking to acquire change solutions: buyer beware! critical reflections on "best practice" change management consultancy in the Netherlands ; Chapter 47. Macro-change in a micro-firm ; Chapter 48. Changing and improving behavior in management and team meetings: a case history from the Portuguese banking sector ; Chapter 49. An evidence-based journey of organizational change and development through human-centered design ; Chapter 50. Changing learning paradigms in a global health agency ; Chapter 51. Reflections on a successful downsizing project within a for-profit global organization in dubai, UAE: to downsize the right way -- Section 4. Concluding reflections on the "rhetoric" and "reality" of evidence-based OCD. Chapter 52. Limitations and optimizing applications of evidence in evidence-based practices in organizational change and development ; Chapter 53. Concluding reflections and presentation of an EBOCD conceptual process model. |
| ctrlnum | (CaBNVSL)slc20418914 (OCoLC)1090788003 |
| dewey-full | 658.4/06 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/06 |
| dewey-search | 658.4/06 |
| dewey-sort | 3658.4 16 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>08289nam a2200469 i 4500</leader><controlfield tag="001">ZDB-98-IGB-00197443</controlfield><controlfield tag="003">IGIG</controlfield><controlfield tag="005">20190325113846.0</controlfield><controlfield tag="006">m eo d </controlfield><controlfield tag="007">cr bn |||m|||a</controlfield><controlfield tag="008">190326s2018 pau fob 001 0 eng d</controlfield><datafield tag="010" ind1=" " ind2=" "><subfield code="z"> 2018002425</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781522561569</subfield><subfield code="q">ebook</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="z">9781522561552</subfield><subfield code="q">hardcover</subfield></datafield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.4018/978-1-5225-6155-2</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(CaBNVSL)slc20418914</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1090788003</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">CaBNVSL</subfield><subfield code="b">eng</subfield><subfield code="e">rda</subfield><subfield code="c">CaBNVSL</subfield><subfield code="d">CaBNVSL</subfield></datafield><datafield tag="050" ind1=" " ind2="4"><subfield code="a">HD58.8</subfield><subfield code="b">.E95 2018e</subfield></datafield><datafield tag="082" ind1="7" ind2=" "><subfield code="a">658.4/06</subfield><subfield code="2">23</subfield></datafield><datafield tag="245" ind1="0" ind2="0"><subfield code="a">Evidence-based initiatives for organizational change and development </subfield><subfield code="c">Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, editors.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Hershey, Pennsylvania (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA) :</subfield><subfield code="b">IGI Global,</subfield><subfield code="c">[2018]</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">66 PDFs (2 volumes)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">text</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">electronic</subfield><subfield code="2">isbdmedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">online resource</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="504" ind1=" " ind2=" "><subfield code="a">Includes bibliographical references and index.</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">Volume I. Section 1. Theoretical and philosophical perspectives on evidence-based initiatives for organizational change and development (OCD). Chapter 1. Organizational change and development: the case for evidence-based practice ; Chapter 2. Evidence-based organizational change and development: organizational understanding, analysis, and evaluation ; Chapter 3. Reconsidering essentials of organization development: an evidence-based change management perspective ; Chapter 4. Action research, action learning, and appreciative inquiry: interventions that build individual and group capacity for EBOCD ; Chapter 5. Design science research to produce instrumental knowledge for evidence-based practice in OCD ; Chapter 6. To what extent is culture change possible through coaching and mentoring? ; Chapter 7. Culturally informed evidence-based organizational change and development through the lens of complexity theory ; Chapter 8. Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies ; Chapter 9. Employee participation in change programs -- Section 2. OCD practitioner perspectives on evidence-based initiatives. Chapter 10. Investigating the role of data-driven decision-making within school improvement processes ; Chapter 11. Organizational change and values systems alignment ; Chapter 12. Observations on the derailment of organizational change in large organizations ; Chapter 13. Leading, managing, and facilitating organizational change ; Chapter 14. Applied theatre: a novel technique for helping organizations to manage change ; Chapter 15. Better together?: a case study of the organizational integration at SOMOS-Saraiva in Brazil ; Chapter 16. Organizational change and development through quality management in higher education institutions: theory, practice, and recommendations for change agents ; Chapter 17. Facing organizational change: an Italian perspective on six challenges for organizational change practitioners ; Chapter 18. Resistance to organizational change in academia: a case study from Palestine investigating the under-reflected role of change agents -- Volume II. Section 3. Reflective case histories of evidence-based initiatives for OCD. Chapter 19. Delivering organizational change in partnership with trade unions: interest-based negotiation (IBN) strategies ; Chapter 20. Evidence-based organizational change in the UK public sector ; Chapter 21. Developing coaching skills to support OD skills for leaders ; Chapter 22. Managing change within the UK chemical manufacturing sector ; Chapter 23. Coaching for change at Joseph Rowntree ; Chapter 24. Lessons learned in right-sizing a UK medium size manufacturing site ; Chapter 25. Making it work or making it better: workforce potential in a complex world ; Chapter 26. Transforming leader change agency skills and abilities through emotional intelligence focused executive coaching ; Chapter 27. Strength in numbers?: shaping collaboration during a period of uncertainty and change ; Chapter 28. Introducing predictive policing technologies (PPT): an action research-oriented approach for EBOCD initiatives ; Chapter 29. Creating a business unit within a large sports and entertainment organization's theatre operation: reflections on the change process ; Chapter 30. Building an integrated architecture for leadership assessment and development at Pepsico ; Chapter 31. Using integrative development to create a coaching culture in a professional services firm ; Chapter 32. Exploring mentoring program efficacy within the context of EBOCD: leveraging naturally occurring circumstances to deploy an experiment ; Chapter 33. New leader transition and acquisition integration using an evidence-based action learning workshop influenced by appreciative inquiry and whole group approaches ; Chapter 34. Physician leadership development at Tower Health System ; Chapter 35. Organization-wide culture change in a large healthcare organization: a case history ; Chapter 36. Implementing a reduction-in-force: important reflections from the field ; Chapter 37. Reflections on an organizational change process in a medium-sized Bavarian family business ; Chapter 38. Optimization of human resource policy and processes within a governmental institution in the health sector, Honduras ; Chapter 39. Embedding a new health and safety culture within an Indian national gas transmission company ; Chapter 40. Everything must change because nothing changes: a history of organizational change in the Italian banking sector ; Chapter 41. Gezairi transport new horizon transformation project ; Chapter 42. Framing and tropes in organizational change practice ; Chapter 43. Facilitating continuous improvement in patient care in a Dutch general hospital ; Chapter 44. We have just one world but live in different parts: a comparative study of OCD in healthcare in the Netherlands and Honduras ; Chapter 45. The "Co-creation-wheel": a guiding instrument for sustainable change a case history of "communities of practice" in Dutch elementary schools ; Chapter 46. Manager hopefulness when seeking to acquire change solutions: buyer beware! critical reflections on "best practice" change management consultancy in the Netherlands ; Chapter 47. Macro-change in a micro-firm ; Chapter 48. Changing and improving behavior in management and team meetings: a case history from the Portuguese banking sector ; Chapter 49. An evidence-based journey of organizational change and development through human-centered design ; Chapter 50. Changing learning paradigms in a global health agency ; Chapter 51. Reflections on a successful downsizing project within a for-profit global organization in dubai, UAE: to downsize the right way -- Section 4. Concluding reflections on the "rhetoric" and "reality" of evidence-based OCD. Chapter 52. Limitations and optimizing applications of evidence in evidence-based practices in organizational change and development ; Chapter 53. Concluding reflections and presentation of an EBOCD conceptual process model.</subfield></datafield><datafield tag="506" ind1=" " ind2=" "><subfield code="a">Restricted to subscribers or individual electronic text purchasers.</subfield></datafield><datafield tag="520" ind1="3" ind2=" "><subfield code="a">"This book contains the latest research on evidence-based initiatives for organizational change and development. It contains a better understanding of 'what can work best' for bringing about effective and beneficial organizational change and development, and the value of using "best evidence" to inform, shape or critically evaluate organizational change and development"--</subfield><subfield code="c">Provided by publisher.</subfield></datafield><datafield tag="530" ind1=" " ind2=" "><subfield code="a">Also available in print.</subfield></datafield><datafield tag="538" ind1=" " ind2=" "><subfield code="a">Mode of access: World Wide Web.</subfield></datafield><datafield tag="588" ind1=" " ind2=" "><subfield code="a">Description based on title screen (IGI Global, viewed 03/26/2019).</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Organizational behavior.</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Organizational change.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Ellinger, Andrea D.</subfield><subfield code="d">1964-</subfield><subfield code="e">editor.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Hamlin, Bob</subfield><subfield code="d">1940-</subfield><subfield code="e">editor.</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Jones, Jenni</subfield><subfield code="d">1969-</subfield><subfield code="e">editor.</subfield></datafield><datafield tag="710" ind1="2" ind2=" "><subfield code="a">IGI Global,</subfield><subfield code="e">publisher.</subfield></datafield><datafield tag="776" ind1="0" ind2=" "><subfield code="c">(Original)</subfield><subfield code="w">(DLC)2018002425</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Print version:</subfield><subfield code="z">1522561552</subfield><subfield code="z">9781522561552</subfield><subfield code="w">(DLC) 2018002425</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="l">FWS01</subfield><subfield code="p">ZDB-98-IGB</subfield><subfield code="q">FWS_PDA_IGB</subfield><subfield code="u">http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-5225-6155-2</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-98-IGB</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-863</subfield></datafield></record></collection> |
| id | ZDB-98-IGB-00197443 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-26T14:51:53Z |
| institution | BVB |
| isbn | 9781522561569 |
| language | English |
| oclc_num | 1090788003 |
| open_access_boolean | |
| owner | DE-863 DE-BY-FWS |
| owner_facet | DE-863 DE-BY-FWS |
| physical | 66 PDFs (2 volumes) Also available in print. |
| psigel | ZDB-98-IGB |
| publishDate | 2018 |
| publishDateSearch | 2018 |
| publishDateSort | 2018 |
| publisher | IGI Global, |
| record_format | marc |
| spelling | Evidence-based initiatives for organizational change and development Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, editors. Hershey, Pennsylvania (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA) : IGI Global, [2018] 66 PDFs (2 volumes) text rdacontent electronic isbdmedia online resource rdacarrier Includes bibliographical references and index. Volume I. Section 1. Theoretical and philosophical perspectives on evidence-based initiatives for organizational change and development (OCD). Chapter 1. Organizational change and development: the case for evidence-based practice ; Chapter 2. Evidence-based organizational change and development: organizational understanding, analysis, and evaluation ; Chapter 3. Reconsidering essentials of organization development: an evidence-based change management perspective ; Chapter 4. Action research, action learning, and appreciative inquiry: interventions that build individual and group capacity for EBOCD ; Chapter 5. Design science research to produce instrumental knowledge for evidence-based practice in OCD ; Chapter 6. To what extent is culture change possible through coaching and mentoring? ; Chapter 7. Culturally informed evidence-based organizational change and development through the lens of complexity theory ; Chapter 8. Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies ; Chapter 9. Employee participation in change programs -- Section 2. OCD practitioner perspectives on evidence-based initiatives. Chapter 10. Investigating the role of data-driven decision-making within school improvement processes ; Chapter 11. Organizational change and values systems alignment ; Chapter 12. Observations on the derailment of organizational change in large organizations ; Chapter 13. Leading, managing, and facilitating organizational change ; Chapter 14. Applied theatre: a novel technique for helping organizations to manage change ; Chapter 15. Better together?: a case study of the organizational integration at SOMOS-Saraiva in Brazil ; Chapter 16. Organizational change and development through quality management in higher education institutions: theory, practice, and recommendations for change agents ; Chapter 17. Facing organizational change: an Italian perspective on six challenges for organizational change practitioners ; Chapter 18. Resistance to organizational change in academia: a case study from Palestine investigating the under-reflected role of change agents -- Volume II. Section 3. Reflective case histories of evidence-based initiatives for OCD. Chapter 19. Delivering organizational change in partnership with trade unions: interest-based negotiation (IBN) strategies ; Chapter 20. Evidence-based organizational change in the UK public sector ; Chapter 21. Developing coaching skills to support OD skills for leaders ; Chapter 22. Managing change within the UK chemical manufacturing sector ; Chapter 23. Coaching for change at Joseph Rowntree ; Chapter 24. Lessons learned in right-sizing a UK medium size manufacturing site ; Chapter 25. Making it work or making it better: workforce potential in a complex world ; Chapter 26. Transforming leader change agency skills and abilities through emotional intelligence focused executive coaching ; Chapter 27. Strength in numbers?: shaping collaboration during a period of uncertainty and change ; Chapter 28. Introducing predictive policing technologies (PPT): an action research-oriented approach for EBOCD initiatives ; Chapter 29. Creating a business unit within a large sports and entertainment organization's theatre operation: reflections on the change process ; Chapter 30. Building an integrated architecture for leadership assessment and development at Pepsico ; Chapter 31. Using integrative development to create a coaching culture in a professional services firm ; Chapter 32. Exploring mentoring program efficacy within the context of EBOCD: leveraging naturally occurring circumstances to deploy an experiment ; Chapter 33. New leader transition and acquisition integration using an evidence-based action learning workshop influenced by appreciative inquiry and whole group approaches ; Chapter 34. Physician leadership development at Tower Health System ; Chapter 35. Organization-wide culture change in a large healthcare organization: a case history ; Chapter 36. Implementing a reduction-in-force: important reflections from the field ; Chapter 37. Reflections on an organizational change process in a medium-sized Bavarian family business ; Chapter 38. Optimization of human resource policy and processes within a governmental institution in the health sector, Honduras ; Chapter 39. Embedding a new health and safety culture within an Indian national gas transmission company ; Chapter 40. Everything must change because nothing changes: a history of organizational change in the Italian banking sector ; Chapter 41. Gezairi transport new horizon transformation project ; Chapter 42. Framing and tropes in organizational change practice ; Chapter 43. Facilitating continuous improvement in patient care in a Dutch general hospital ; Chapter 44. We have just one world but live in different parts: a comparative study of OCD in healthcare in the Netherlands and Honduras ; Chapter 45. The "Co-creation-wheel": a guiding instrument for sustainable change a case history of "communities of practice" in Dutch elementary schools ; Chapter 46. Manager hopefulness when seeking to acquire change solutions: buyer beware! critical reflections on "best practice" change management consultancy in the Netherlands ; Chapter 47. Macro-change in a micro-firm ; Chapter 48. Changing and improving behavior in management and team meetings: a case history from the Portuguese banking sector ; Chapter 49. An evidence-based journey of organizational change and development through human-centered design ; Chapter 50. Changing learning paradigms in a global health agency ; Chapter 51. Reflections on a successful downsizing project within a for-profit global organization in dubai, UAE: to downsize the right way -- Section 4. Concluding reflections on the "rhetoric" and "reality" of evidence-based OCD. Chapter 52. Limitations and optimizing applications of evidence in evidence-based practices in organizational change and development ; Chapter 53. Concluding reflections and presentation of an EBOCD conceptual process model. Restricted to subscribers or individual electronic text purchasers. "This book contains the latest research on evidence-based initiatives for organizational change and development. It contains a better understanding of 'what can work best' for bringing about effective and beneficial organizational change and development, and the value of using "best evidence" to inform, shape or critically evaluate organizational change and development"-- Provided by publisher. Also available in print. Mode of access: World Wide Web. Description based on title screen (IGI Global, viewed 03/26/2019). Organizational behavior. Organizational change. Ellinger, Andrea D. 1964- editor. Hamlin, Bob 1940- editor. Jones, Jenni 1969- editor. IGI Global, publisher. (Original) (DLC)2018002425 Print version: 1522561552 9781522561552 (DLC) 2018002425 FWS01 ZDB-98-IGB FWS_PDA_IGB http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-5225-6155-2 Volltext |
| spellingShingle | Evidence-based initiatives for organizational change and development Volume I. Section 1. Theoretical and philosophical perspectives on evidence-based initiatives for organizational change and development (OCD). Chapter 1. Organizational change and development: the case for evidence-based practice ; Chapter 2. Evidence-based organizational change and development: organizational understanding, analysis, and evaluation ; Chapter 3. Reconsidering essentials of organization development: an evidence-based change management perspective ; Chapter 4. Action research, action learning, and appreciative inquiry: interventions that build individual and group capacity for EBOCD ; Chapter 5. Design science research to produce instrumental knowledge for evidence-based practice in OCD ; Chapter 6. To what extent is culture change possible through coaching and mentoring? ; Chapter 7. Culturally informed evidence-based organizational change and development through the lens of complexity theory ; Chapter 8. Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies ; Chapter 9. Employee participation in change programs -- Section 2. OCD practitioner perspectives on evidence-based initiatives. Chapter 10. Investigating the role of data-driven decision-making within school improvement processes ; Chapter 11. Organizational change and values systems alignment ; Chapter 12. Observations on the derailment of organizational change in large organizations ; Chapter 13. Leading, managing, and facilitating organizational change ; Chapter 14. Applied theatre: a novel technique for helping organizations to manage change ; Chapter 15. Better together?: a case study of the organizational integration at SOMOS-Saraiva in Brazil ; Chapter 16. Organizational change and development through quality management in higher education institutions: theory, practice, and recommendations for change agents ; Chapter 17. Facing organizational change: an Italian perspective on six challenges for organizational change practitioners ; Chapter 18. Resistance to organizational change in academia: a case study from Palestine investigating the under-reflected role of change agents -- Volume II. Section 3. Reflective case histories of evidence-based initiatives for OCD. Chapter 19. Delivering organizational change in partnership with trade unions: interest-based negotiation (IBN) strategies ; Chapter 20. Evidence-based organizational change in the UK public sector ; Chapter 21. Developing coaching skills to support OD skills for leaders ; Chapter 22. Managing change within the UK chemical manufacturing sector ; Chapter 23. Coaching for change at Joseph Rowntree ; Chapter 24. Lessons learned in right-sizing a UK medium size manufacturing site ; Chapter 25. Making it work or making it better: workforce potential in a complex world ; Chapter 26. Transforming leader change agency skills and abilities through emotional intelligence focused executive coaching ; Chapter 27. Strength in numbers?: shaping collaboration during a period of uncertainty and change ; Chapter 28. Introducing predictive policing technologies (PPT): an action research-oriented approach for EBOCD initiatives ; Chapter 29. Creating a business unit within a large sports and entertainment organization's theatre operation: reflections on the change process ; Chapter 30. Building an integrated architecture for leadership assessment and development at Pepsico ; Chapter 31. Using integrative development to create a coaching culture in a professional services firm ; Chapter 32. Exploring mentoring program efficacy within the context of EBOCD: leveraging naturally occurring circumstances to deploy an experiment ; Chapter 33. New leader transition and acquisition integration using an evidence-based action learning workshop influenced by appreciative inquiry and whole group approaches ; Chapter 34. Physician leadership development at Tower Health System ; Chapter 35. Organization-wide culture change in a large healthcare organization: a case history ; Chapter 36. Implementing a reduction-in-force: important reflections from the field ; Chapter 37. Reflections on an organizational change process in a medium-sized Bavarian family business ; Chapter 38. Optimization of human resource policy and processes within a governmental institution in the health sector, Honduras ; Chapter 39. Embedding a new health and safety culture within an Indian national gas transmission company ; Chapter 40. Everything must change because nothing changes: a history of organizational change in the Italian banking sector ; Chapter 41. Gezairi transport new horizon transformation project ; Chapter 42. Framing and tropes in organizational change practice ; Chapter 43. Facilitating continuous improvement in patient care in a Dutch general hospital ; Chapter 44. We have just one world but live in different parts: a comparative study of OCD in healthcare in the Netherlands and Honduras ; Chapter 45. The "Co-creation-wheel": a guiding instrument for sustainable change a case history of "communities of practice" in Dutch elementary schools ; Chapter 46. Manager hopefulness when seeking to acquire change solutions: buyer beware! critical reflections on "best practice" change management consultancy in the Netherlands ; Chapter 47. Macro-change in a micro-firm ; Chapter 48. Changing and improving behavior in management and team meetings: a case history from the Portuguese banking sector ; Chapter 49. An evidence-based journey of organizational change and development through human-centered design ; Chapter 50. Changing learning paradigms in a global health agency ; Chapter 51. Reflections on a successful downsizing project within a for-profit global organization in dubai, UAE: to downsize the right way -- Section 4. Concluding reflections on the "rhetoric" and "reality" of evidence-based OCD. Chapter 52. Limitations and optimizing applications of evidence in evidence-based practices in organizational change and development ; Chapter 53. Concluding reflections and presentation of an EBOCD conceptual process model. Organizational behavior. Organizational change. |
| title | Evidence-based initiatives for organizational change and development |
| title_auth | Evidence-based initiatives for organizational change and development |
| title_exact_search | Evidence-based initiatives for organizational change and development |
| title_full | Evidence-based initiatives for organizational change and development Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, editors. |
| title_fullStr | Evidence-based initiatives for organizational change and development Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, editors. |
| title_full_unstemmed | Evidence-based initiatives for organizational change and development Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, editors. |
| title_short | Evidence-based initiatives for organizational change and development |
| title_sort | evidence based initiatives for organizational change and development |
| topic | Organizational behavior. Organizational change. |
| topic_facet | Organizational behavior. Organizational change. |
| url | http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-5225-6155-2 |
| work_keys_str_mv | AT ellingerandread evidencebasedinitiativesfororganizationalchangeanddevelopment AT hamlinbob evidencebasedinitiativesfororganizationalchangeanddevelopment AT jonesjenni evidencebasedinitiativesfororganizationalchangeanddevelopment AT igiglobal evidencebasedinitiativesfororganizationalchangeanddevelopment |