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dc.contributor.authorWright, A.L.
dc.contributor.authorZammuto, R.F.
dc.contributor.authorLiesch, P.W.
dc.contributor.authorMiddleton, S.
dc.contributor.authorHibbert, Paul Charles
dc.contributor.authorBurke, J.
dc.contributor.authorBrazil, V.
dc.date.accessioned2017-09-28T23:31:53Z
dc.date.available2017-09-28T23:31:53Z
dc.date.issued2016-01-17
dc.identifier234004172
dc.identifier0d3b242f-f131-42a4-806e-c9849db59d07
dc.identifier84956760448
dc.identifier000373769500009
dc.identifier.citationWright , A L , Zammuto , R F , Liesch , P W , Middleton , S , Hibbert , P C , Burke , J & Brazil , V 2016 , ' Evidence-based management in practice : opening up the decision process, decision-maker and context ' , British Journal of Management , vol. 27 , no. 1 , pp. 161-178 . https://doi.org/10.1111/1467-8551.12123en
dc.identifier.issn1045-3172
dc.identifier.otherORCID: /0000-0002-2691-2556/work/64239372
dc.identifier.urihttps://hdl.handle.net/10023/11754
dc.descriptionThe authors acknowledge the support of the Australian Research Council in providing funding for this project under Linkage Project grant LP0989662en
dc.description.abstractEvidence-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.). '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.
dc.format.extent418023
dc.language.isoeng
dc.relation.ispartofBritish Journal of Managementen
dc.subjectEvidence-based managementen
dc.subjectContexten
dc.subjectHealthcare managementen
dc.subjectQualitative methodsen
dc.subjectH Social Sciences (General)en
dc.subject.lccH1en
dc.titleEvidence-based management in practice : opening up the decision process, decision-maker and contexten
dc.typeJournal articleen
dc.contributor.institutionUniversity of St Andrews. School of Managementen
dc.contributor.institutionUniversity of St Andrews. Office of the Principalen
dc.identifier.doi10.1111/1467-8551.12123
dc.description.statusPeer revieweden
dc.date.embargoedUntil2017-09-28


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