An introductory article highlighting the approaches and methods used to assess systemic change and provide learning for adaptive management.
It acknowledges the limits to attributing outcomes to programmes alone and proposes a way to generalise about effectiveness where outcomes are highly contingent on a specific contextual embedding.
The article explores:
- the synergy of the iterative reflections on the theory of change
- the analytical approach of realist evaluation
- the conceptualisation of changes in firms’ practices as emerging from behaviour systems where the motivations, opportunities, and capabilities of firms are not equally distributed