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Evidence-based management in practice : opening up the decision process, decision-maker and context
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dc.contributor.author | Wright, A.L. | |
dc.contributor.author | Zammuto, R.F. | |
dc.contributor.author | Liesch, P.W. | |
dc.contributor.author | Middleton, S. | |
dc.contributor.author | Hibbert, Paul Charles | |
dc.contributor.author | Burke, J. | |
dc.contributor.author | Brazil, V. | |
dc.date.accessioned | 2017-09-28T23:31:53Z | |
dc.date.available | 2017-09-28T23:31:53Z | |
dc.date.issued | 2016-01-17 | |
dc.identifier | 234004172 | |
dc.identifier | 0d3b242f-f131-42a4-806e-c9849db59d07 | |
dc.identifier | 84956760448 | |
dc.identifier | 000373769500009 | |
dc.identifier.citation | Wright , 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/10.1111/1467-8551.12123 | en |
dc.identifier.issn | 1045-3172 | |
dc.identifier.other | ORCID: /0000-0002-2691-2556/work/64239372 | |
dc.identifier.uri | https://hdl.handle.net/10023/11754 | |
dc.description | The authors acknowledge the support of the Australian Research Council in providing funding for this project under Linkage Project grant LP0989662 | en |
dc.description.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.). '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.extent | 418023 | |
dc.language.iso | eng | |
dc.relation.ispartof | British Journal of Management | en |
dc.subject | Evidence-based management | en |
dc.subject | Context | en |
dc.subject | Healthcare management | en |
dc.subject | Qualitative methods | en |
dc.subject | H Social Sciences (General) | en |
dc.subject.lcc | H1 | en |
dc.title | Evidence-based management in practice : opening up the decision process, decision-maker and context | en |
dc.type | Journal article | en |
dc.contributor.institution | University of St Andrews. School of Management | en |
dc.contributor.institution | University of St Andrews. Office of the Principal | en |
dc.identifier.doi | 10.1111/1467-8551.12123 | |
dc.description.status | Peer reviewed | en |
dc.date.embargoedUntil | 2017-09-28 |
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