- 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 argues that evidence-based management is an inherently political project that risks creating an illusion of rationality, a multilayered façade masking underlying fundamental differences of interpretation, purpose, and power among the various stakeholders situated on both sides of the academic-practitioner/policy divide. To avoid this unfortunate scenario, it needs to accommodate on a more systematic basis the important influence of power and politics in organizational life, rather than downplaying them as it currently does, treating political problems as a minor by-product of an otherwise radical improvement to organizational decision processes. Only then will its advancement accelerate the development of work organizations that are more humane and more productive, to the benefit of all stakeholders of the modern enterprise.
Gerard P. Hodgkinson is Professor of Strategic Management and Behavioural Science at Warwick Business School, University of Warwick, UK. The author of over 60 scholarly articles and chapters in edited volumes, on topics ranging from socio-cognitive processes in competitive strategy to intuition and the nature and role of mental models in organizational decision making, and applied psychometrics, his work has appeared in a number of distinguished outlets including the Annual Review of Psychology, Organizational Research Methods, Personnel Psychology, and Strategic Management Journal. He has also (co-)authored three books. Registered with the UK Health Professions Council (HPC) as an Occupational Psychologist, in 2001 he was elected a fellow of both the British Psychological Society and the British Academy of Management. In recent years, his work on managerial and organizational cognition has been taken forward through the award of a senior fellowship of the UK ESRC/EPSRC Advanced Institute of Management (AIM) Research (2004–07). He was the Editor-in-Chief of the British Journal of Management (1999–2006) and currently co-edits the International Review of Industrial and Organizational Psychology and serves on several editorial boards including the Academy of Management Review, Journal of Organizational Behavior, and Journal of Management. Leeds University Business School.
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