Bridging the Research-Policy Gap: The Importance of Effective Identity Leadership and Shared Commitment

Autor/inn/en	Mols, Frank; Bell, Jennifer; Head, Brian
Titel	Bridging the Research-Policy Gap: The Importance of Effective Identity Leadership and Shared Commitment
Quelle	In: Evidence & Policy: A Journal of Research, Debate and Practice, 16 (2020) 1, S.145-163 (19 Seiten) PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1744-2648
Schlagwörter	Public Policy; Policy Formation; Research Utilization; Leadership; Evidence Based Practice; Organizational Culture; Nongovernmental Organizations; Cooperation + Suchen Sie Ihr Suchwort? Öffentliche Ordnung; Politische Betätigung; Forschungsumsetzung; Führung; Führungsposition; Unternehmenskultur; Co-operation; Kooperation
Abstract	It is widely agreed that the availability of high quality evidence does not translate readily into influence over policy decisions. This insight has generated long-running debates about the most effective way to 'bridge the gap' between policy research and policymaking, and to increase policy research 'uptake'. The proposed remedies (for example, greater 'linkage and exchange activity', 'knowledge brokering', 'joint knowledge production') tend to be premised on the idea that increased contact will increase preparedness to take on board other stakeholders' views. We agree that contact is important, along with adequate resourcing and access to good quality research evidence. However, as social and organisational psychologists have shown, trust and mutual understanding do not automatically emerge from more intensive interaction, but require effective 'identity leadership', to ensure core values (about shared goals and directions) become internalised in new shared self-understanding. So far, these insights have been neglected in the evidence-based policy literature, and the purpose of this paper is to fill this gap. More specifically, we draw on social-psychological research into 'identity leadership', and use illustrative data from interviews with leaders in public agencies and a major NGO partnership, to show (a) that leaders play an important role embedding commitment to evidence-based policy into 'organisational culture'; and (b) that leaders of successful partnerships go to great lengths to unite stakeholders and to promote a shared (overarching) sense of purpose and 'mission'. (As Provided).
Anmerkungen	Policy Press. University of Bristol, 1-9 Old Park Hill, Bristol BS2 8BB, UK. Tel: +44-117-954-5940; e-mail: pp-info@policypress.co.uk; Web site: https://policypress.co.uk/journals/evidence-and-policy
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01