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Organizational impact on evidence-based policymaking and affecting change
Dissertation   Open access

Organizational impact on evidence-based policymaking and affecting change

Howard Osborne
Doctor of Business Administration (D.B.A.), Drexel University
Mar 2024
DOI:
https://doi.org/10.17918/00002020
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Abstract

Organizational behavior Decision making Evidence-based policymaking Orchestrated change Organizational learning Policy implementation Policy layering
U.S. federal legislation has been passed with the intent of enhancing transparency, improving business practices, advancing accountability for results, transforming data into evidence that provides the required insights to drive actions, and applying analytical tools to measure outcomes and impact. The Evidence-Based Policymaking Act of 2018 incorporates innovation in response to disruption, and some of the reviewed literature places a focus on data in improving the use of evidence and better informing decision-making. This research takes a multiple case study approach to examine how federal agencies have navigated the implementation of the Evidence Act, seeks to develop an understanding of what are the key institutional and organizational conditions that impact the ability to advance adoption, and how the decision system construct addresses priorities and influence the ability to drive innovation and achieve transformational outcomes. In exploring the Evidence Act implementation it is important to learn from the implementation of prior policies and understand the connections between layered policies, implementation actors, and the conditions that contribute to the ability to orchestrate evidence use and resource-informed policies within the federal government while promoting institutional change.

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