- 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
This chapter explicates the role that organizational culture plays in the ways that evidence is used to inform management practice. Both culture and the process of making management practice evidence-based are multifaceted. Drawing on various literatures, we offer a cultural framework to help one assess how and why evidence-based management (EBMgt) is or is not used in a particular organization. We characterize culture as a complex, but only partly coherent, set of patterns shared by a group, where a pattern consists of mutually supporting beliefs, values, and practices. Patterns vary in what they are about, how broad, connected, and coherent they are, as well as how important they are to a given culture. Each of these factors affects how easy it is to change a pattern and change culture. We frame EBMgt as a pattern, outline its core beliefs, values, and practices, and then explain which cultural patterns are necessary in an organization if the EBMgt pattern is to take root. We go on to identify eight ways in which culture and EBMgt affect each other, and conclude by suggesting steps to implement EBMgt in organizations, research programs, and classrooms.
Georges A. Potworowski, Department of Family Medicine, University of Michigan
Lee A. Green, Department of Family Medicine, The University of Michigan.
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.