evidence-based practice Archives | The Oxford Review - OR Briefings

Tag Archives for " evidence-based practice "

The impact of open innovation, knowledge transfer from universities and coaching on SMEs

Research Briefing

Keywords: open innovation, knowledge management, knowledge transfer, coaching, university, university knowledge transfer, SME, small and medium enterprises, learning, organisational learning, performance enhancement, evidence based practice A wide range of previous studies have identified the benefits that accrue to organisations from collaborating with universities and, in particular, gaining access to knowledge generated through scientific research. Research […]

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Teaching evidence-based practice

Research Briefing

Keywords: evidence-based practice, evidence-based practice education, evidencebased practice implementation, training, teaching, learning, competency development One of the primary problems facing any organisation trying to implement evidence- based practice is how to train and educate their staff in the practical and theoretical aspects of evidence-based practice. Given the nature of the subject at hand, it is […]

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How people’s attitudes impact their use of evidence-based practice

Research Briefing

Keywords: Evidence-based practice, attitudes, practice, knowledge, education level As evidence-based practice becomes a more central part of many organisations’ operational life, there is an increased interest in evidence-based practice implementation, primarily because evidence-based advocates find it difficult to get staff to engage with evidence-based practice in a meaningful way. A 2019 study found that 63% […]

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The delayed effect of leadership coaching

Research Briefing

Keywords: coaching, executive coaching, leadership, leadership coaching, learning, learning and development, punctuated equilibrium Coaching is essentially a learning process aimed at transforming the coachees’ responses and thinking to issues. Like many learning events, often the learning outcomes tend to get measured either during or shortly after the learning takes place. What rarely gets looked at […]

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Evidence-based practice and deep experiential knowledge

Research Briefing

Keywords: evidence-based practice, mutual aid groups, experiential knowledge, experience, deep experiential knowledge, knowledge management Many industries and sectors have been undergoing a series of reforms over the past 5 to 10 years based around the idea of evidence-based practice. The idea behind evidence-based practice is that organisations and their people can learn to make better […]

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Executive Coaching and its outcomes: What the research actually says

Research Briefing

A number of new (2018)  wide-ranging studies of executive coaching have just been published. These include the first systematic review of executive coaching, which focuses on all the previous published research about executive coaching aims, methods and outcomes that has been published to date. The second research paper incorporated into this special report is a […]

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The Oxford Review Volume 3 Number 5 May 2018

The Oxford Review Volume 3 Number 5

In this month’s edition of The Oxford Review – Research Briefings about: What does ‘Evidence-Based practice readiness’ really mean and what predicts it? What are the best project management practices for ERP (enterprise resource planning) system projects? The problem of knowledge hiding in organisations: what causes it? The key role of wishful thinking in professional […]

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The Oxford Review Volume 3 Number 6

Oxford Review Volume 3 No 6

In this month’s Oxford Review What can coaches learn from positive psychology?.. 5 The psychology of boredom and what predicts it. 11 The problem with integrating evidence-based practice. 16 The impact of leader-member exchange (LMX) on organisational citizenship behaviours; the role of organisational job embeddedness   20 The impact of emotions, beliefs and values on LMX (leader-member […]

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The Oxford Review Volume 3 Number 7

The Oxford Review Vol 3 No 7

In this edition What we can learn from resilient children What large organisations can learn from SME’s in terms of project management What is the impact of organisational knowledge loss due to employees leaving? Using evidence in evidence-based practice: Integrating practice and research This one thing predicts intercultural harmony and productive working relationships The one […]

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The Oxford Review Volume 3 Number 8

The Oxford Review Volume 3 Number 8

In this Month’s Oxford Review: Does being clear about your own emotions help you to have greater empathy? Why talent management and industrial–organisational (I-O) psychology has a big problem Lean is harder to implement and the results worse than people usually expect at first What does engagement really mean? The impact of organisational values and […]

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