Cross-Case Analysis and Implications for Research, Theory, and Practice

Chapter 2 of this volume provided a close look at the evaluation capacity of eight distinct organizations. The organizations were selected on the basis of their interest in and commitment to evaluation as leverage for program and organizational change. Having examined each of the organizations in terms of context, evaluation drivers, evaluation capacity to do and use evaluation, and forces and factors that affect such capacity, this chapter looks across them in order to learn more about the complexities of evaluation capacity. Beginning with a cross‐case lens, we recapitulate what we found from the cases about organizational evaluation capacity and then present an emergent thematic analysis and discussion. The chapter ends with some implications for research, theory, and practice in the area.