- 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
Despite its intuitive appeal, evidence-based management (EBMgt) faces unique challenges in “macro” areas such as organization theory and strategic management, which emphasize actions by organizations and business and corporate leaders. The inherent focus on complex, multilevel and unique problems presents serious challenges that EBMgt scholars must address. EBMgt will nurture the establishment of a new model of research that is not only cumulative in its knowledge building but also promotes engaged scholarship. Further, the uncertainty and conflict that characterize “macro” decision contexts heighten the need for EBMgt. We put forward four recommendations to advance EBMgt: (1) using more sophisticated meta-analyses, (2) providing syntheses that go beyond quantitative summaries, (3) engaging in a disciplined conversation about our implicit “levels of evidence” frameworks, and (4) developing decision supports.
Ravi Madhavan is a professor of business administration and the Alcoa Foundation international faculty fellow at the University of Pittsburgh. He obtained his PhD in strategic management from the University of Pittsburgh. Ravi's research focuses on how networks drive value, viewing cognitive salience and action alignment as the twin pathways through which human and organizational networks shape value creation and appropriation. Empirical contexts of primary interest have been steel and venture capital, two very dissimilar industries that have both been relatively slow to globalize.
Joseph T. Mahoney, College of Business, University of Illinois at Urbana-Champaign
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.