Evidence-based management in practice: opening up the decision process, decision-maker and context

Wright, April L., Zammuto, Raymond J., Liesch, Peter W., Middleton, Stuart, Hibbert, Paul, Burke, John and Brazil, Victoria (2015) Evidence-based management in practice: opening up the decision process, decision-maker and context. British Journal of Management, 27 1: 161-178. doi:10.1111/1467-8551.12123


Author Wright, April L.
Zammuto, Raymond J.
Liesch, Peter W.
Middleton, Stuart
Hibbert, Paul
Burke, John
Brazil, Victoria
Title Evidence-based management in practice: opening up the decision process, decision-maker and context
Journal name British Journal of Management   Check publisher's open access policy
ISSN 1045-3172
1467-8551
Publication date 2015
Sub-type Article (original research)
DOI 10.1111/1467-8551.12123
Open Access Status Not Open Access
Volume 27
Issue 1
Start page 161
End page 178
Total pages 18
Place of publication Chichester, West Sussex, United Kingdom
Publisher Wiley-Blackwell Publishing
Collection year 2016
Language eng
Formatted abstract
Evidence-based management (EBM) has been subject to a number of persuasive critiques in recent years. Concerns have been raised that: EBM over-privileges rationality as a basis for decision-making; ‘scientific’ evidence is insufficient and incomplete as a basis for management practice; understanding of how EBM actually plays out in practice is limited; and, although ideas were originally taken from evidence-based medicine, individual-situated expertise has been forgotten in the transfer. To address these concerns, the authors adopted an approach of ‘opening up’ the decision process, the decision-maker and the context (Langley et al. (1995). ‘Opening up decision making: the view from the black stool’, Organization Science, 6, pp. 260–279). The empirical investigation focuses on an EBM decision process involving an operations management problem in a hospital emergency department in Australia. Based on interview and archival research, it describes how an EBM decision process was enacted by a physician manager. It identifies the role of ‘fit’ between the decision-maker and the organizational context in enabling an evidence-based process and develops insights for EBM theory and practice.
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status UQ
Additional Notes Article first published online: 28 SEP 2015

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2016 Collection
UQ Business School Publications
School of Medicine Publications
 
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Created: Thu, 10 Dec 2015, 15:18:21 EST by Karen Morgan on behalf of UQ Business School