Evidence-based Management in Practice: Opening up the Decision Process, Decision-maker and Context

A L Wright; R F Zammuto; P W Liesch; Stuart Middleton; P Hibbert; J Burke; V Brazil

doi:10.1111/1467-8551.12123

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Evidence-based Management in Practice: Opening up the Decision Process, Decision-maker and Context

Journal article

Open access

Peer reviewed

Evidence-based Management in Practice: Opening up the Decision Process, Decision-maker and Context

A L Wright, R F Zammuto, P W Liesch, Stuart Middleton, P Hibbert, J Burke and V Brazil

British Journal of Management, Vol.27(1), pp.161-178

2016

DOI: https://doi.org/10.1111/1467-8551.12123

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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. © 2016 British Academy of Management.

Details

Title: Evidence-based Management in Practice: Opening up the Decision Process, Decision-maker and Context
Authors: A L Wright (Author) - University of Queensland
R F Zammuto (Author) - University of Queensland
P W Liesch (Author) - University of Queensland
Stuart Middleton (Author) - UnitingCare Queensland
P Hibbert (Author) - University of St Andrews, United Kingdom
J Burke (Author) - Queensland Health
V Brazil (Author) - Bond University
Publication details: British Journal of Management, Vol.27(1), pp.161-178
Publisher: Wiley-Blackwell Publishing Ltd.
Date published: 2016
DOI: 10.1111/1467-8551.12123
ISSN: 1045-3172
Copyright note: Copyright © 2016 Wiley-Blackwell Publishing Ltd. This is the accepted version of the following article: Wright, A L; Zammuto, R F; Liesch, P W; Middleton, Stuart; Hibbert, P; Burke, J; Brazil, V (2016) Evidence-based Management in Practice: Opening up the Decision Process, Decision-maker and Context. British Journal of Management. 27:1 pp.161-178, which has been published in final form at http://dx.doi.org/10.1111/1467-8551.12123
Organisation Unit: University of the Sunshine Coast, Queensland
Language: English
Record Identifier: 99450314302621
Output Type: Journal article

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Collaboration types: Domestic collaboration; International collaboration
Web Of Science research areas: Business; Management