Implications of the Theory of Change in Program Evaluation

Narong Kiettikunwong () and Pennee Narot ()
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Narong Kiettikunwong: Khon Kaen University
Pennee Narot: Khon Kaen University

Chapter Chapter 5 in Determining Outcomes and Impacts of Human Resource Development Programs, 2024, pp 53-72 from Springer

Abstract: Abstract In program evaluation, the Theory of Change (ToC) emerges as one of the indispensable tools for comprehending the intricate relationships between actions and outcomes. This theory, rooted in the conviction that an initiative’s success hinges on a clearly defined causal pathway, serves as a comprehensive framework that sheds light on the often complex journey from interventions to desired results (Guerzovich et al. in How do we shape and navigate pathways to social accountability scale? Introducing a middle-level theory of change, 2022). At its essence, ToC transcends the confines of a mere theoretical construct, assuming the role of a practical guide employed by organizations and stakeholders to demystify the “how” and “why” behind the transformative potential of their actions (Stein and Valters in Understanding theory of change in international development. The Asia Foundation and the Justice and Security Research Programme at the London School of Economics and Political Science, 2012). De Silva et al. (Trials 15:1–13, 2014) aptly characterize ToC as an elucidation of “how and why an initiative works.” It transcends mere speculation, offering a construct open to empirical testing, with rigorous measurement of indicators at each step along the hypothesized causal pathway to impact.

Date: 2024
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DOI: 10.1007/978-981-97-0395-1_5

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