Abstract
This case study details an evaluation of a sales program within a business services organization, here called XYZ Corporation. Logic models were employed to identify the processes, as well as the short- and long-term outcomes. Twenty-three sales people, 10 implementation specialists, and nine consultants from XYZ were interviewed, along with 40 XYZ clients. In addition, written surveys and archival data were gathered. Although timely evaluation reports were produced and presented, reorganization at XYZ Corporation limited direct instrumental use of the evaluation. The present article focuses on use and non-use of the evaluation results, with particular emphasis on process use, and it discusses factors contributing to use and non-use of this private sector evaluation.
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