- Oxford Library of Psychology
- The Oxford Handbook of Evidence-Based Management
- Oxford Library of Psychology
- About the Editor
- Envisioning Evidence-Based Management
- Learning from Other Evidence-Based Practices: The Case of Medicine
- A Design Science Approach to Evidence-Based Management
- Organizational Behavior’s Contributions to Evidence-Based Management
- Evidence-Based Management in “Macro” Areas: The Case of Strategic Management
- Evidence-Based Entrepreneurship (EBE): A Systematic Approach to Cumulative Science
- Systematic Review and Evidence Synthesis as a Practice and Scholarship Tool
- Research Findings Practitioners Resist: Lessons for Management Academics from Evidence-Based Medicine
- Enabling Evidence-Based Management: Bridging the Gap between Academics and Practitioners
- Adventures in the Evidence-Based Management Trade
- At the Intersection of the Academy and Practice at Asbury Heights
- Evidence-Based <i>Decision</i> Management
- Decision Logic in Evidence-Based Management: Can Logical Models From Other Disciplines Improve Evidence-Based Human-Resource Decisions?
- Evidence-Based Management (EBMgt) Using Organizational Facts
- Buried Treasure: A Business Librarian’s Insights on Finding the Evidence
- Culture and Evidence-Based Management
- Designing Strategies for the Implementation of EBMgt among Senior Management, Middle Management, and Supervisors
- Teaching and Learning Using Evidence-Based Principles
- Reflections on Teaching Evidence-Based Management
- From the 3 Rs to the 4 Rs: Toward Doctoral Education that Encourages Evidence-Based Management through Problem-Focused Research
- Creating Evidence-Based Management Textbooks
- Beyond “New Scientific Management” Critical Reflections on the Epistemology of Evidence-Based Management
- The Politics of Evidence-Based Decision Making
Abstract and Keywords
Evidence-based management (EBMgt) is an evolution in the practice of management. It is a knowledge-intensive, capacity-building way to think, act, organize, and lead. Its practice incorporates (1) use of scientific principles in decisions and management processes, (2) systematic attention to organizational facts, (3) advancements in practitioner judgment through critical thinking and decision aids that reduce bias and enable fuller use of information, and (4) ethical considerations including effects on stakeholders. It is a no-fad, no-fluff approach to developing better managers and leading effective and adaptive organizations. EBMgt is a product of the distinct yet interdependent activities of practitioners, educators, and scholars. This chapter discusses how each contribute to the advancement and use of EBMgt.
Keywords: Scientific evidence, organizational facts as evidence, systematic decision making, ethics, critical thinking, decision aids, cognitive repair, logic models, cognitive bias, bounded rationality, practice-oriented research
Denise M. Rousseau is H. J. Heinz II Professor of Organizational Behavior and Public Policy at the Heinz School of Public Policy and Management at Carnegie Mellon University.
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