- 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
To make evidence-based management(EBMgt) commonplace and effective, senior managers and academics must develop the capabilities that problem-focused research requires. Drawing lessons from alternative doctoral programs and problem-focused research, this chapter offers its readers concrete ways to support EBMgt in their educational, research, and senior management activities. It covers three related developments: (1) alternative doctoral-education programs producing a community of managerially experienced practitioner-scholars, that fosters EBMgt by bridging managerial and academic practice; (2) problem-focused research, providing a new model of research for more effective EBMgt, refined in alternative doctoral programs; and (3) overcoming barriers to EBMgt, new educational pedagogies and problem-focused research via relevance, respect, resourcefulness and reframing, or “the 4Rs.” This chapter presents these developments as exemplified through an alternative doctoral program’s 15-year evolution.
Paul Salipante, Mandel Center for Nonprofit Organizations, Case Western Reserve University
Ann Kowal Smith, Weatherhead School of Management, Case Western Reserve University
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.