This article presents the findings from a case study, exploring the factors that support and impede implementation of evidence-based practice (EBP) in a Dutch social work organisation that has recently committed to EBP. Qualitative data were gathered from semi-structured interviews with ten staff members and twelve social workers (service providers for adults and families). The organisational model for EBP implementation, recently developed by Plath, was used to examine how EBP was implemented and the factors that support and impede it. Findings revealed that EBP occurs predominantly at the organisational level. Research & Development (R&D) staff take responsibility for the key steps of gathering, appraising and translating research insights into practice activities, whilst social workers are primarily involved in implementing interventions. R&D is also involved in the internal evaluation of interventions in order to support ongoing practice development. Several factors affecting EBP implementation and facilitative strategies have been identified. Most of these are congruent with the organisational model for EBP implementation, with the exception of two impacting factors (negative attitudes about EBP and an organisational culture that values and encourages innovation and learning) and one facilitative strategy (research partnerships). These findings were used to develop the model further.