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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.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.otherPURE: 234004172
dc.identifier.otherPURE UUID: 0d3b242f-f131-42a4-806e-c9849db59d07
dc.identifier.otherScopus: 84956760448
dc.identifier.otherWOS: 000373769500009
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.language.isoeng
dc.relation.ispartofBritish Journal of Managementen
dc.rightsCopyright © 2015, Wiley Periodicals, Inc. This work is made available online in accordance with the publisher’s policies. This is the author created, accepted version manuscript following peer review and may differ slightly from the final published version. The final published version of this work is available at https://dx.doi.org/10.1111/1467-8551.12123en
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.description.versionPostprinten
dc.contributor.institutionUniversity of St Andrews. School of Managementen
dc.contributor.institutionUniversity of St Andrews. Office of the Principalen
dc.identifier.doihttps://doi.org/10.1111/1467-8551.12123
dc.description.statusPeer revieweden
dc.date.embargoedUntil2017-09-28


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