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date: 27 February 2020

(p. 420) (p. 421) Index

(p. 420) (p. 421) Index

Note: Page numbers followed by “f” and “t” refer to figures and tables, respectively.

A
Aarons, G. A., 294–95
ABC analysis, 244
ABI/INFORM, 35, 264
Abrahamson, E., 415
Academic OneFile, 264
academics. See also educators; scholars
Asbury Heights and, 196
literature reviews, 114
practitioner resistance to, 132–35
truthful relationships with practitioners, 146, 148
Academy of Management (AOM), 63, 358, 366
Academy of Management Journal, 32
Academy of Management Review, 114
accountability, 287, 411
accuracy mechanisms, 277
action guides, 75
action net, 47
adaptive expertise, 314–16
Adelegan, J. A., 367
Adler, P. S., 396
Adorno, Theodor, 14
Advanced Institute of Management Research (AIM), 127
advanced learning, 316–17
advisory groups, 117, 119, 125
Afghanistan, 288
After Action Review (AAR), 352–53
Agarwall, S., 123, 152–53
agency, 47, 213
theory, 365
Agency for Healthcare Policy and Research (AHCPR), 138–39
aggregate evidence, 35
aggregate synthesis, 80
aggregating data, 252, 258
Aguinis, H., 149
Albert Lea, Minnesota, 145, 150
alignment, 236, 239
Allen, David, 153
Allgaier, L., 213
ambiguity, 9, 84, 323, 399, 407
American Revolution, 392
analytic hierarchy process (AHP), 218
analytic plan, 10
Anderson, N., 71
Antman, E. M., 103
Argyris, C., 320
Aristotle, 146, 151
Armstrong, J. S., 8, 9, 343
Asbury Heights
academics and, 196
background, 191–92
Carnegie Mellon and, 192
challenges, 196
conclusion, 196–97
management, 192–94
sales logic model, 195f
what works, 194–96
Asher, Richard, 142
Asher's paradox, 142
Association to Advance Collegiate Schools of Business (AACSB), 19, 358
attribution bias, 5
Aufhebung, 399
Ayres, I., 143, 150, 156–57
B
Baba, M. L., 276
Bader, Rupert, 226
Bain, K., 149
Baker, Timothy, 133
balkanization, 27
Bandolier, 35
Barad, Jill, 155
Barbus, Art, 195
Barends, E. G. R., 343
Barley, S. R., 140
Barnes, D. E., 137
Barnett, S., 315
barriers to communicating academic evidence, 166–67,167f
fostering EBMgt, 169–70
trustworthy sources and, 170
Bartlett, D., 411, 416
Bartol, Kathryn, 267
Bartunek, J. M., 146, 151, 176
base-rate fallacy, 141
Baughman, W. A., 415
Baumard, P., 415
Baumeister, R. F., 153
Bayh-Dole Act, 136
Beane, Billy, 13, 15
Becoming the Evidence-Based Manager (Latham), 69
Begley, S., 134
behavioral integrity, 274
Bekelman, J. E., 136
beliefs, 243, 273, 276, 278–80
truth and rationality, 285–86
benchmarking, 17, 279, 344, 391
causal, 280–81
Bero, L. A., 137
Berta, W., 390
Berwick, Donald, 130, 156–57, 188
best available evidence, 5–7, 17
best available practice and, 32
critical evaluations, 281
EBMed and, 38, 238
nature of, 131
obtaining, 343, 346–48
practices, 54
reporting, 126
role of, 395
searching for, 39, 265
SRs, 407
in teaching EBMgt, 346–48
understanding, 340
best practices, 32, 79, 85, 268, 391, 412
benchmarking and, 344
defined, 46
evaluation, 183
evidence, 184
generic, 240
identifying, 287
information, 113
standardized, 157
Beveridge, Crawford, 177
Bhaskar, R., 48, 413
bias
attribution, 5
cognitive, 12, 81
confirmation, 6
disconfirmation, 277
hindsight, 74
Biehl, M., 152
Billings John, 183–84
Bin Laden, Osama, 15
biology, 46
Bird, A., 275
blogs, 176–77
Bloom's Taxonomy, 197
The Blue Zones, 145
Boland, R., 50
Bornstein, B. H., 141
Bosch, 14
Boudreau, J. W., 172–73, 175, 177
bounded rationality, 12, 28, 68, 84, 340, 411
Bower, Joseph, 28
Boyer, E. L., 83–84, 153
Braman, D., 133
brand, 122
Branstetter, S. A., 149
Bratslavsky, E., 153
bricolage, 152
bricoleurs, 152, 153
Briley, D. A., 219
Briner, R. B., 36, 80, 117, 171, 277
concept cleanup, 343
EBMgt defined, 278, 362, 393, 409
on evidence, 360, 397
exercises, 348
politics and, 410–11
workshops, 346
British Medical Journal, 36, 130, 158
Bromley, Liz, 176
Brown, J. S., 274
Brown, K. G., 142, 343
Brownlee, S., 139
Buettner, Dan, 145
BuR-Business Research, 267
Burke, L. A., 149
business acumen, 239
Business & Company Resource Center, 264
business education, 247
Business Horizons, 166–67
business logic, for HR, 229–34, 230t
Business Periodicals Index, 263
business schools, 168, 358. See also specific business schools
research, 294
Business Source Premier, 35, 94
Business Week, 168, 226, 302
C
calculation, 37, 392
California Management Review, 166
Cameron, K. S., 171
Campbell, D. T., 64
Campbell Collaboration, 40, 99
accessibility and, 170
founding for SRs, 116–17, 123
in social science, 125
Campion, M., 347
Canam, C., 87
Cannon-Bowers, J. A., 236
cardinal issue perspective (CIP)
acceptability issue, 219–20
elements, 208–10, 209f
implementation issue, 220
investment issue, 213–14
judgment issue, 216–17
mode issue, 211–13, 212f
need issue, 210–11
options issue, 214–15
possibilities issue, 215–16
tradeoffs issue, 217–19
value issue, 217
Carnegie Mellon, 176–77, 192, 338–39, 350
Cascio, W. F., 172–73
case-based reasoning, 47, 51
case studies
in MBA programs, 171
qualitative data and, 87
case teaching method, 319–22
Case Western Reserve University, 20
Cassell, J. B., 186
causal ambiguity, 9
causal analysis, 104, 311, 320–22
causality, 30–31, 65, 260, 378
causal model, 44
Center for Effective Organizations, 170
Centers for Disease Control (CDC), 133–34
Centers for Medicare and Medicaid Services (CMS), 156
CEOs, 8, 16, 29, 156, 192, 268
Chambers, John, 155
change, 19, 151, 175, 274
capacity, 32
health-care management, 189
in material world, 46–47
practitioner resistance, 142–43
stability and, 286
theory of, 194
changeosp.com, 176
Charlton, Bruce, 130, 131
Chartier, S. D., 64, 73
cherry-picking approach, 116
Christensen, Clayton, 170
Cialdini, R., 343
circularity, 45
Clinical Epidemiology: A Basic Science for Clinical Medicine (Sackett, Haynes, Guyatt, Tugwell), 26
clinical experience, 30, 35, 36, 46, 167
clinical judgment, 25, 99, 135, 140
Clinical Judgment (Feinstein), 25
clinical practice guidelines (CPGs), 159
Cochrane, Archie, 25
Cochrane Collaboration, 35, 40, 54, 56, 99, 103
accessibility and, 170
founding for SRs, 116, 123
review process, 393
Cochrane Foundation, 94, 99
Cochrane Handbook, 126
cognitive bias, 12, 81
cognitive learning theory (CLT), 311–13, 316
cognitive repair, 13, 344
Cohen, G. L., 133, 151, 175
coherence appraisal approach, 206–7
coherence theories, 273
coherenist theories, 273
Colbert, A. E., 142, 343
collaboration, 55, 274. See also Campbell Collaboration; Cochrane Collaboration
educators, 79
extended, 221
modeling scheme, 237
practice-oriented research and, 74–75
practitioners, xxvi, 47, 66, 75
researchers, 79
scientists, xxvi, 37, 66, 75
between scientists and practitioners, 79
collaborative research, 83
Collins, J. C., 27
Collopy, R., 50
commonsense, 6, 112, 252, 378, 383. See also intuition
compartmentalization, 27, 263
competition, 241
compromise effect, 219
concept cleanup, 343
concept-far, 365
concept-near, 365
conceptual reductionism, 364
confirmation bias, 6
conflict, 84, 152
confounds
definition of variable, 258–59
(p. 423) reverse causality, 259
in statistico-organizational theory, 255–59
by third variable, 256–58
conscientious evidence-based decision process, 282
consequences model, 139
construct validity, 65
Context, Intervention, Mechanisms, and Outcomes (CIMO), 45, 53, 119–20, 346
contradictions, 140–42, 242
controlled observations, 5
Cook, S. N., 274
Cook, T. D., 64
cookbook management, 140
cookbook medicine, 38–39, 140, 280
cost control, 38–39
Cranfield, 20
Crettaz von Roten, F., 149
criminal profilers, 70
Critically Appraised Topics, 346–47
critical management
critical elements, 391–92
EBMgt as scientific management, 398–99
EBMgt personal involvement, 389–90
evidence and, 393–98
implications, 399–400
introduction, 390–91
uncritical elements, 392–93
critical thinking, ix, 3, 13
cultural network analysis (CNA), 275
culture
accuracy mechanisms, 277
coherence, 275–76
core and peripheral elements, 275
dimensions, 274
EBMgt and, 284–89
ecology, 276–78
narrow patterns in daily management, 274–75
onion models, 275
overview, 272–73
pattern change, 276–78
pattern connectedness, 276
patterns, 273–78
summary and next steps, 289–90
Cunha, P. V., 85
cutting-edge practices, 124
D
Daly, Jeanne, 35
The Dance of Change (Senge), 175
D'Aquila, Richard, 185–86
DARE, 35
databases, 19, 264–66
data mining, 238, 280
Daubert v. Merrell Dow Pharmaceuticals, Inc., 154
D'Aveni, Richard, 170
Davis, M. L., 383
DeAngelis, T., 71
Dearborn, D. C., 8
decategorization, 146
decision aids, xxiii, 5, 415
describing, 344
history, 221
logic models, 9–10, 11f, 195f, 229
role of, 14, 84
techniques, 415
decision framework, 224, 228f
effective, 319
practitioner, 175
proven, 228
Tan, 14
decision making, 3. See also bounded rationality; cognitive bias; evidence-based decision process
accurate or inaccurate, 205
coherence appraisal approach, 206–7
consequences model, 139
decision management portfolio, 199–200, 199t
decisions in, 201
decomposition assessment approach, 207–8
effectiveness dimensions, 204t
emergence time, 204–5
essentials, 200–208
ethical, 15
evidence and, 272
experience-driven, 212
future, 221
hospital board, 186–87
human limitations, 28
identity model, 139
judgments in, 201–2
managers, 93
MDMP, 288
misuse in, 416
OB and, 68
outcomes per se, 204t
overview, 198–99
parties, 202–3, 202t
problem solving compared to, 201
process costs and benefits, 204t
professional assessment approach, 206
quality, 203–8
rational, 43
Rousseau and, 199
stakeholders, 203
story-based model, 141
strategic, 84
systematic, 13–14
decision management portfolio, 199–200, 199t
decision neglect, 12
decision supports, 88
decomposition assessment approach, 207–8
DeDreu, C. K. W., 136
deliberate practice, 313–14
Denrell, J., 254
Denyer, D., 36, 80, 103, 119, 346, 360
defining EBMgt, 278
design group, 50–51
design problem, 47–48
design propositions, 45, 47, 53–54
design science, 21
change in material world, 46–47
core process, 49–50
discussion, 54–55
features, 43
implications, 55–56
overview, 43–44
perspective, 44–45
research-based design and reflection in action, 45–46
in social world, 47–48, 50–51
design-science research (DSR), 45, 46
methods, 55
outcomes, 51
design strategies
dissemination, 302–3
implementation, 303–5
for implementation of EBMgt, 299–305
innovation attributes, 300–302
detailed analysis, 66
Detert, J. R., 273, 285–88
Developing Management Skills (Whetten, Cameron), 171
Dewey, J., 44, 356, 362
Deyo, Richard, 139
Diagnosing and Changing Organizational Culture (Cameron, Quinn), 171
diagnosis
evidence and, 170–72
Rousseau and, 171
sharp-image, 171
diamond model, 81–82, 82f
DiazGranados, D., 66
disconfirmation bias, 277
disease-oriented evidence (DOE), 33, 34f, 40
Dispute Resolution Research Center (DRRC), 318
dissents, 242
Dixon-Woods, M., 123
doctoral education
awards, 359t
case students, 357–58
conclusion, 373–75
faculty, 372–73
overview, 356–57
pedagogy, 371–73
through problem-focused research, 358–63
problem framing, 368
relevance, respect, resourcefulness, reframing, 373–74, 374t
research-based evidence and, 369–71
senior manager characteristics, 365–68
synthesis of theories, 363–65
will and skill for EBMgt, 368–69
Doing Exemplary Research (Frost, Stablein), 350
(p. 424) doing-knowing problem, viii
Donaldson, L., 9
Dopson, S., 140
Drucker, Peter, xxiii, 3, 14, 28, 30
Dunham, R., 174
Dunlop, John T., 362
Durham, Cathy, 267
dynamic capabilities, 32
dynamic conservatism, 142
E
Easterby-Smith, M. P. V., 347
EBMgt cooperatives (EBMCs), 184
The Economist, 369
Edelman, Marian Wright, 158
education. See also business schools; doctoral education; MBA programs; teaching EBMgt; textbooks
business, 247
EBMgt and, xxvii
non-HR leaders, 239
educators, 21
advancing EBMgt, 56
collaboration, 79
OB involvement, 73–74
teaching fashion, 19–20
teaching scientific evidence, 19
Effective Care in Pregnancy and Childbirth, 131
Effectiveness and Efficiency (Cochrane), 25
effect size, 67
efficiency, 6
Egger, M., 81, 85–86
Eindhoven University of Technology (TU/e), 52–54
Einstein, Albert, 5, 8
elementary problems, 84
Elton, Jeff, 183–84
emotional intelligence (EI), 65
empirical studies, 114
employee turnover, 225–26, 243
enactment, 412
Engaged Scholarship (Van de Ven), 362, 363t
engaged scholarship model, 81–84, 82f. See also scholarship of discovery
Engels, Friedrich, 389
engineering, 46, 51
Enlightenment, 392–93
entrepreneurs, 93
EBE targets, 94
meet the dragon project, 104
networks, 101
proactive behavior, 106–7
tasks, 100
entrepreneurship, xxvi, 8, 53–54. See also evidence-based entrepreneurship
evidence in, 102–4
meta-analysis in, 100–102
narrative reviews in, 100–101
niche approach, 108
personality and, 100–101
epidemiology, 25–26
ERIC, 265
Erskine, J., 320
Essentials of Organizational Behavior (Robbins, Judge), 177
ethics and stakeholder considerations
implications, 15
practicing ethical decision making, 15
problems to overcome, 14–15
ethos, 146
evaluation, 46
best available evidence, 281
best practices, 183
design and policy evaluation research, 83
teaching EBMgt, 352–53
evidence, 360. See also best available evidence
appraisal in teaching EBMgt, 348–51
best practice, 184
Big E, 348
blogs, 176–77
Briner on, 360, 397
communicating, 175–77
conclusion, 177–78
critical management and, 393–98
decisions and, 272
diagnosis, 170–72
in EBMgt, 280–82
in entrepreneurship, 102–4
Heath, C., and, 175
Heath, D., and, 175
hierarchy of, 36, 87, 103, 122, 393
HR measurement, 238
implementation, 106
to inform, 284
joint forums, 176
naïve, 104
online communities, 176
politics of construction, 411–13
practice-oriented, 64, 66–67, 75
quality, 36, 122, 339, 349
quality of presentation, 170
recommendations, 178t
to reform, 284
relationship building, 176
research-based evidence, 369–71
research trinity, 349
Rousseau and, 175, 193, 360
science-oriented, 64–66
skill in working with, 170–73
staff scholar, 177
sticky, 175
success and, 165
textbooks and, 379–81
thinking skills development, 172–73
to transform, 284
translation skills, 173
types of, 87, 189
websites, 176–77
evidence-based decision process, 11–12
bounded rationality, 12, 28, 68, 84, 340, 411
conscientious, 282
from different populations and settings, 16–17
excess evidence, 16
explicit process, 282
implications, 14, 18
integrity of, 282–84
intuition and, 13
judicious, 282–84
with little relevant research, 17
novel decisions, 17–18
prior experience and, 12–13
problems to overcome, 12–13
reflective and thoughtful judgments, 13–14
systematic decision-making, 13–14
evidence-based entrepreneurship (EBE)
action principles and implementation manuals, 106–7
entrepreneurs as targets, 94
implementing, 105–7
limitations, 107–8
meta-analysis in, 95t–98t, 104–5
overview, 92–94
research and practice, 108
scientific evidence for practice, 94, 99
translating knowledge into practice, 107
evidence-based management (EBMgt). See also specific topics
accessibility of evidence, 40
adaptive practices within, 15–16
adopting, 81–84
advancing, 56
alleviating threats and anxiety, 153–55
barriers to communicating academic evidence and, 169–70
building, viii–ix
business case for, 189
business schools and, ix
challenges in strategic management, 80–81
communities, 18–21
conclusion, 22
contexts for, 51
contributions of, 51–52
core beliefs and values, 278–80
core practice, 278
critical constituencies, 4
critical reviews, xxvii
culture and, 284–89
(p. 425) defined, 3, 278, 344, 362, 393, 409
drivers, xxiv–xxv
education and, xxvii
emergence, xxiv
ethics and stakeholder considerations, 14–15
evidence-based decision process, 11–14
experiences, 183–90
findings' role, xxiii, 5–8
four facets of, 4–18, 4f
future, xxv
implications from EBMed, 39–40
justification principle, 279
in macro areas, 79–88
managerial challenges, 48–49
OB contribution, 61–62
organizational facts, 8–11
practicing, xxvi–xxvii
practitioner resistance and, 145–58
research and, 187–88
as scientific management, 398–99
social nudge toward, 157–58
in spin-offs, 52–54
strategic management implications, 84–88
in swamp of practice, 48–50
teaching, 184–85
toolkit, 80, 87, 151–53
will and skill for, 368–69
zeitgeist of practice, xxiv–xxv, 20, 395
“Evidence-Based Management” A Backlash Against Pluralism in Organizational Studies,” 36
Evidence-Based Management in Healthcare (Kovner, D'Aquila, Fine, D. J.), 185–86
Evidence-Based Medicine, 26, 40
evidence-based medicine (EBMed), viii, xxiii, 21, 87. See also practitioner resistance
best available evidence and, 38, 238
defined, 25, 99
development and dissemination, 39–40
domain of management and, 26–28
evidence-based practice and, 34–39, 55
hierarchy of evidence, 36, 393
history, 25–26
implications for EBMgt, 39–40
side effects, 35–39
evidence-based medicine, compared to EBMgt
accessibility of evidence, 34–35
foreground and background questions, 33–34, 33f
knowledge gap, 32–33
levels of professionalism, 28–30
researchability of management practice misconceptions, 30–32
Evidence-Based Medicine: How to Practice and Teach EBM (Sackett), 26
“Evidence-Based Medicine: What It Is and What It Isn't,” 36
Evidence-Based Medicine and the Search for a Science of Clinical Care (Daly), 35
evidence-based practice, viii, xxiii
best available evidence and, 32
contribution, 55
EBMed and, 34–39, 55
life-long learning, 21
movement, 64
principles, 30
zeitgeist, xxiv–xxv
Evidence-Based Practice Attitude Scale (EBPAS), 295
evidence-based research, 93
Evidence for Policy and Practice Information and Co-ordinating Centre (EPPI-Centre), 117, 123
evidence-informed practice, 93
evidence synthesis
defined, 115
SRs needed for, 113
experience
clinical, 30, 35, 36, 46, 167
EBMgt, 183–90
expertise and, 315
learning from, vii
practitioner, 148–49
prior, 12–13
experience-driven decision making, 212
expertise
adaptive, 314–16
basis for, 112
experience and, 315
HR professionals, 235
judgment, 216
knowledge and, 37, 46
levels, 29
overestimating, 22
practitioner, 126, 280, 410
role of, 50
in teaching EBMgt, 313–22
experts, 280
explanatory approach, 123–24
explanatory research, 44–45
explanatory synthesis, 80
explicit evidence-based decision process, 282
explicit knowledge, 46, 51, 83
extended collaboration, 221
external dependence, 84
external focus, 286–87
externalities, 15
external validity, 65–66
extreme programming, 245
F
fact-based decision making, 84
Faigman, D. L., 154
fail-safe index, 107
Fallon, William J., 15
fast HR, 245
Fayol, Henri, 27
feasible interesting, novel, ethical, and relevant (FINER), 345
feedback, 275, 313
Feinstein, Alvan, 25
Feltovich, P. J., 316–17
Ferlie, W., 144
Feyerabend, Paul, 389
Feynman, Richard, 136
field problems, 44–45
The Fifth Discipline (Senge), 172, 175
file-drawer problem, 116
financial crisis of 2007-2008, x, 242, 266, 397
Fine, David J., 185–86
Fine, G. A., 140
Fineout, Matt, 50
Finkenauer, C., 153
Fiorina, Carly, 155
Fisher, Ronald, 31
Fisk, A. G. D., 367
fit-for-purpose, 124
Fitzgerald, L., 144
flexible hours, 65
Follett, Mary Parker, xxiii, xxiv
Fong, C. T., 294
Ford, Henry, 26
Ford Motor Company, 26
foreground and background questions, 33–34, 33f
foundationalist theories, 273
Frakes v. Cardiology Consultants, PC, 154
Freidson, E., 142, 153, 154
French Revolution, 392
Frese, M., 75
Freud, Sigmund, 383, 399
Frost, P. J., 350
Fuchs, Jim, 61–62, 72
full body of research, 394, 400
G
Gardner, Howard, 170
Gartner, W. B., 100
Gastil, J., 133
Gawande, Atul, 151
Geertz, C., 365
Gehry, Frank, 45
General Businessfile, 264
generalizability, 36
generic knowledge, 46, 52
Gerstner, Lou, 155–56
Geyskens, L., 85
Ghoshal, S., 29, 175
Gibbons, M., 362, 365
Gilsing, V. A., 52–54
Gladwell, Malcolm, 7, 157
goal setting, 68, 73, 197
decisions, 235
practices, 391
problem, 155
researchers, 312
theory, 105, 300, 405
(p. 426) Goal Setting (Locke, Latham), 197
Goodman, J. S., 342–44
Goodman, N. W., 131
Goodman, P. S., 172
Goodnight, Jim, vii
Google, 265–67, 371
Gould, Stephen, 141
Govindarajan, Vijay, 170
GRADE approach, 37, 39
great divide, 81–82, 132, 134, 165
Great Man theory of history, 114
Green, K. G., 343
Green, L. A., 116
Greenberg, J., 379
grey literature, 116
Groen, B., 70
Groopman, J., 144
grounded-theory research, 360
group identity, 67
groupthink, 84
Grove, W. M., 135
gut feelings, 73, 166, 189, 348
Guyatt, Gordon, 26, 30, 40
Guzman, M. J., 66
H
Hambrick, Donald, vii, 158
Hamel, Gary, 170
Handbook of Principles of Organizational Behavior (Locke), 8, 69, 72, 267
Hanson, Richard, 142
Harding, N., 412
Harrell, M. M., 66
Harrison, M. I., 171
Harvard Business Review, 134, 166–67, 264, 302
Harvard Medical Practice Study (HMPS), 171
Hastie, R., 141
Hawkins, C., 144
Hawthorne studies, 63
Haynes, Brian, 26
Healey, M., 412
health-care management, 183, 184
need for change, 189
recommendations, 189–90
The Heart of Change (Kotter), 151, 175
Heath, C., 141, 145, 151, 155–56
evidence and, 175
Heath, D., 141, 145, 151, 155–56
evidence and, 175
Hegel, George, 243
Heinz College of Public Policy, Information, and Management, 339, 341
Herriot, P., 71, 406
Herzberg, F., 380, 391
hierarchy of evidence, 87, 103, 122
in EBMed, 36, 393
Highhouse, S., 135, 351
Hilbert, Stephen, 155
hindsight bias, 74
Hinings, B., 275
Hinyard, L. J., 141
hiring talent, 68–69
HMOs, 186–87
Hodgkinson, G. P., 71, 401, 406
Hoetker, G., 152–53
Hoffman, Andrew J., 9
Hornung, S., 63
hospital board decision making, 186–87
How to Live with Statistics (Huff, D.), 283
HR professionals, 8, 16, 71, 223–24
expertise, 235
strategies, 107
talent principles and, 233–34
Hsu, John, 186, 189
Huff, A. S., 362–63
Huff, Darrell, 283
human agency, 47
human behavior, 48
humanities, 30
human judgment, 3
human limitations, 28
human-resources (HR)
avoiding opacity, 239–40
business logic for, 229–34, 230t
evidence measured by, 238
fast, 245
logic models and, 229
measures for mental models, 237–40
mental models, 228
peanut butter approach, 244
retooling, 227–29, 228f, 231t
risk in, 229–34
scholarly research, 246–47
transparent finance, marketing, operations, 240
Humboldtian ideals, 392
Hunter, J. E., 253
Hyams, A. I., 154
I
identity model, 139
imperatives for mental models, 237
implementation
CIP issue, 220
compliance, 66
design strategies, 303–5
evidence, 106
manuals, 106–7
implementation of EBMgt
challenges, 294
conclusion, 305–6
design strategies, 299–305, 300t
future directions, 305
individual characteristics and, 294–95
by middle managers, 297–98
organizational culture, 295–96
overview, 293–94
by senior managers, 296–97
by supervisors, 298–99
incentive pay, 350
incommensurate research paradigms, 394
Industrial Arts Index, 263
inference advantage, 251
information scientists, 125
informed basic research, 83
innovation, 244–46, 274, 300–302
In Search of Excellence (Peters, Waterman), 115
Institute for Healthcare Improvement, 156
Institute of Medicine (IOM), 137, 139
instrumentalistic propositions, 47
instrumental rationality, 392
integrative synthesis, 80
intended realization, 49
intention rationality, 28
internal focus, 286–87
internal validity, 65
International Clinical Epidemiology Network (INCLEN), 26
International Journal of Management Reviews, 127
International Organization for Standardization (ISO), 298
Internet, xxv, 268. See also blogs; websites
interpretation, 10
interpretive synthesis, 80
intuition, 13, 74, 410
inventory, 246
Iraq, 17, 288
irreducible uncertainty, 5–6
Iserson, Ken, 152
J
Jackson, R., 347
James, William, 11–12, 44
Jensen, J. L., 87
Jillings, C., 87
job enrichment, 64
job performance, 64, 68–69, 235, 243, 324
Johns, G., 143
Jones, D., 123
Journal of Applied Behavioral Science, 45
Journal of Applied Psychology (JAP), 71
Journal of Clinical Epidemiology, 26
Journal of Organizational Behavior, 166
Joyce, K., 347
Judge, T. A., 177, 379
judicious evidence-based decision process, 282–84
justification principle, 279
K
Kahan, D., 133–34
Kahanovitz, Neil, 139
Kang, K., 236
Kant, Immanuel, 15
(p. 427) Keppner, C. H., 54
Keynes, J. M., 92
Kieser, A., 165, 390
Kim, Chan, 170
Kim, H., 152
King, Josie, 151
King, Patricia, 283
Kitchener, Karen, 283
knowledge gap, 32–33
knowledge-production problem, 83
knowledge-transfer problem, 83
know-why of practice, 82
Kohn, M. K., 390
Kolb, Deborah, 173, 178–79
Koslowski, B., 315
Kotler, Philip, 170
Kotter, J. P., 145, 151, 156, 171, 175
Kovner, Anthony, 185–86, 270, 297, 303
Kreuter, M. W., 141
Krishnan, R., 85
Kuhn, Thomas, 394
Kumanyika, Shiriki, 137
L
La Belle, A., 366, 370
labor-control theory, 399
Lachman, R., 275
Larcker, David, viii
Latham, G. P., 69, 73, 153, 157–58, 197
Lawler, E. E., 61–62
lay theory, 75
leadership, 27
development, 67, 246
five-level, 32
interventions, 188
mental models, 238
research, 370
theories, 366
training, 70–71
Leading Change (Kotter), 151, 175
Learmonth, M., 131, 390, 395, 412
learning, 80
advanced, 316–17
from experience, vii
life-long, 21
organizational, 32
SoL, 172, 175
unlearning, 240–43
“Learning from Samples of One or Fewer,” 80
Leenders, M., 320
Leiner, L., 165, 390
level-five leadership, 32
Levering, Robert, 380
Levi-Strauss, 152
Lewis, M. E., 13
Liang, B. A., 154
librarians, 125
libraries, 266–67
in search for scientific evidence, 262–70
licensing, ix
life-long learning, 21
literature reviews, 113
by academics, 114
empirical studies and, 114
grey literature, 116
meta-analysis as, 114
in popular books, 114–15
textbook, 114
Locke, E. A., 8, 69, 72, 196–97, 267
summaries, 382
Locock, L., 144
logic models, 9–10, 11f
HR and, 229
sales in Asbury Heights, 195f
logos, 146, 148
lost-before-translation problem, 83
Luckow, David, 152
Luhmann, N., 165
M
MacCoun, R. J., 138
MacGyver medicine, 152
Mackey, T. K., 154
management, 18, 114, 166, 171. See also critical management; health-care management; strategic management
AIM, 127
AOM, 63, 358, 366
Asbury Heights, 192–94
cafes, 176
cookbook management, 140
decision management portfolio, 199–200, 199t
EBMed and, 26–28
education practices, 317
examples of SRs, 117, 118t
professionalization, 28
research, 19
researchability of management practice misconceptions, 30–32
SRs, 117, 118t
theory, 318, 320, 323
Total Quality Management, 56
management and organizational sciences (MOS), 406–9
managers, 29, 54, 69
challenges, 48–49
decision making, 93
mental models, 225–28
middle managers, 297–98
Rousseau on, 226
self-training, 174
senior managers, 296–97, 365–68
training, 30
validity and, 32
“The Manager's Workshop 3.0,” 174
Mann, C., 131
Manning, J., 80
March, James G., 3, 27, 84, 139
market share, 6–7, 9
Markham, W. T., 150
Marx, Karl, 389, 398–99
Masaru Ibuka, 243
Maslow, Abraham, 380, 391
Maslow's hierarchy of needs, 380
material world, 46–47
Mathieu, Normand, 4, 10
Mauborgne, Renee, 170
Mauffette-Lenders, L., 320
Mauriel, J. L., 273
MBA programs, 29, 71
case studies in, 171
curricula, 168
evidence-based approaches, 124
teaching for, 73
McCall, Morgan, 177
McCarthy, S., 88, 149, 171
McKinsey, 84
McMaster University, 26, 36, 37
measurement error, 252–54
mediation, 93, 103–4, 107
medicine
cookbook, 38–39, 140, 280
as discipline, 28
MacGyver medicine, 152
naïve image of, 28–30
practice-oriented outcomes, 67
randomization in, 31–32
SRs in, 124
MEDLINE, 34–35
Meehl, P. E., 135
meet the dragon project, 104
mental models. See also shared mental models
clarifying objectives, 237
collaborative modeling scheme, 237
defined, 225
establishing roles, 237
HR, 228
HR measures and, 237–40
imperatives for improving, 237
information processing, 237
leadership, 238
of managers, 225–28
overview, 224
retooling, 234–37
role of, 232–33
team knowledge, 237
team-shared, 234–37
meta-analysis, 81, 84
codebook, 101
criticisms, 85
in EBE, 95t–98t, 104–5
in entrepreneurship, 100–102
as literature reviews, 114
procedures, 394
quantitative, 52
results, 93
role of, 99–105
sophisticated understanding, 85–86
studies, 86t
meta-cognition, 241
(p. 428) Middendorf, J., 20
Miles, A., 140
military decision-making process (MDMP), 288
Miller, G. A., 68
Miller, W. R., 295
Mintzberg, Henry, 170
misinformation, 137
misinterpretation, 5, 235, 259, 410
Missing Organizational Linkages (Goodman, P. S.), 172
misuse in decision making, 416
Moldenhauer-Salazar, Jay, 177
Monahan, J., 154
Moneyball (Lewis), 13
Mooney, C., 137–38
Moore v. Baker, 154
Morath, Julie, 171–72
Morrell, K., 55, 390, 408
Morris, M. W., 219
Moss Kanter, Rosabeth, 170
motivation, 69, 83, 274
model, 61–62, 62f
multiattribute utility theory (MAUT), 218–19
Munsterberg, H., 68
Murphy, K. R., 132
Myers-Briggs inventory, 284
myths, ix, 127t, 401
N
narrative reviews, 80, 99, 100–101
narratives, 141
plot, 151
synthesis, 124
telling good story, 151
NASDAQ, vii
National Council on Public Polls, 150
National Guideline Clearinghouse, 35
National Institute for Health and Clinical Excellence (NICE), 37
National Institute of Health Research Centre for Research and Dissemination, 124
natural sciences, 30
Nedd, A., 275
net present value (NPV), 218
Network Faculty Development Committee (NFDC), 146
networking, 113, 126, 175, 187, 268, 302
networks, 146
entrepreneurs, 101
INCLEN, 26
Social Science Research Network, 264
Newsweek, 134
Newton, Isaac, 113
niche approach, 108
noise, 100
Nolen-Hoeksema, Susan, 380
nominal group technique (NGT), 214–15
Nonaka, I., 83
non-evidence, 7, 22
norms, ix, 64, 84
novel decisions, 17–18
Nutt, David, 404–6, 414–15
O
objective evidence, 38
objective opinion, 38
O'Brien, J., 342–44
Oliver, W. J., 367
100,000 Lives Campaign, 156
one-size-fits-all, 107–8
onion models of culture, 275
On Rhetoric (Aristotle), 146
opacity, 239–40
organizational behavior (OB), 69, 153, 166, 177. See also Handbook of Principles of Organizational Behavior
action guides, 75
conclusion, 75
contribution to EBMgt, 61–62
criteria for evidence, 64
criteria for practice, 66–68
decision making and, 68
educator involvement, 73–74
emergence, 62–63
findings, 64, 68–69
future, 72–75
hiring talent, 68–69
implications, 72
meta-analysis, 64–65
micro and macro, xxvi, 63
motivating people, 69
norms, 64
philosophy and objectives, 63–64
in practice, 69–72
practitioner awareness, 70–71
practitioner involvement, 72–73
practitioner research involvement, 71–72
principles, 68–69
research, 62–63
researcher involvement, 74–75
science-oriented evidence, 64–66
SRs and, 64–65
Organizational Behavior (Pearce), 69, 153
Organizational Diagnosis (Harrison, Shirom), 171
organizational façades, 415
organizational facts. See also statistico-organizational theory
application and use, 9–10
causal ambiguity, 9
differing reliability, 9
implications, 10–11
problems to overcome, 8–9
small numbers, 9
organizational learning, 32
organizational politics, 84
organizational psychology, 103
organizational-solution design, 49–50
organization development (OD), 176
organization sociology, 27
Organization Studies, 45
organization theory (OT), 79, 81
orientation, 274
Osland, J. S., 275, 380
Oxford Centre for Evidence Based Medicine, 150
P
Pace, D., 20
paradigms, incommensurate research, 394
paralysis by analysis, 212, 220–21
parenting advantage, 251
Pasteur's quadrant, 81
patchwork studies, 87
pathos, 146, 151
Patient, Intervention, Comparison, Outcomes (PICO), 33, 43f, 119, 346
patient-oriented evidence that matters (POEM), 34, 40
Patterson, B. L., 87
peanut butter approach, 244
Pearce, J. L., 69, 153
peer review, 7–8
Pennington, N., 141
Pepitone, J. S., 70
performance, 242
expert, 313–22
job, 64, 68–69, 235, 243, 324
organizations, 27
Perlow, L., 66, 75
Perrewe, P. L., 412
personality
entrepreneurship and, 100–101
managing, 105
theory, 100
personal judgments, 6
personnel resource, 397
persuasion, 169–70, 303
evidence-based, 219
types of, 146, 151
Persuasive Advertising: Evidence-Based Principles (Armstrong), 8
Peters, Tom, 115
Pettigrew, T. F., 146
Pfeffer, J., 34, 72, 74, 84, 107, 155
business school research, 294
causal benchmarking warning, 280–81
human nature and, 232
justification principle, 279
reflective reasoning and, 284
website, 116
(p. 429) physician envy, 55
physics, 46, 55
PICOC, 34
Pierce, C. S., 44
Pink, Daniel, 173
Pinker, S., 138
Piore, Michael, 362
plug-and-chug approach, 149
Polanyi, M., 83
politics
Briner and, 410–11
conclusion, 415–16
of evidence construction, 411–13
future, 413–15
historical background, 406–11
introduction, 404–6
organizational, 84
power and, 410
Rousseau and, 410–11
Pope, C., 153
Porras, J. L., 27
Porter, L. W., 61–62
Porter, Michael, 170
Porter, Theodore, 37
portfolio theory, 242
positive illusions, 73
Positive Organizational Behavior, 63
positivism, 413
Potworowski, G., 116, 278, 290
power, 410, 412
practical knowledge, 83
practice-driven culture, 132
practice-oriented evidence, 64, 66–67, 75
practice-oriented outcomes, 67
practice-oriented research, 20–21, 64
attributes, 360
collaboration and, 74–75
goals, 66–67
OB and, 66–68
role, 366
practitioners, 18–19, 21
advancing EBMgt, 56
awareness of OB, 70–71
collaboration, xxvi, 47, 66, 75, 79
decision framework, 175
experiencing world of, 148–49
expertise, 126, 280, 410
involvement in OB research, 71–72
OB involvement, 72–73
public health, 194
scholarship, 363t
truthful relationships with academics, 148
practitioner resistance
to academics, 132–35
conclusion, 158
contradictory findings and, 140–42
to findings that require change, 142–43
implications to advance EBMgt, 145–58
overview, 130–32
to scientific method, 135–36
to scientists, 132–35
solutions to address sources, 147t
to special interests, 136–38
to sponsorship, 136–38
to statistics, 135–36
threatening findings and, 138–40
to unsupported findings, 143–45
Prahalad, C. K., 241
preexisting beliefs, 6
preferred futures, 44
Presbyterian Hospital and Health Systems (NY/P), 185
principles, 8. See also talent principles
EBE, 106–7
evidence-based practice, 30
justificatory, 279
prior experience, 12–13
Pritchard, R. D., 66
proactive behavior, 106–7
probabilistic risk analyses, 207
problem analysis, 49
problem-focused research
adoption of, 361–63
characteristics, 363t
doctoral education through, 358–63
qualitative and quantitative methods, 360–61
requirements, 361t
problem formulation, 81–82, 82f
problem solving, 81–82, 82f, 407f
decision making compared to, 201
TPSP, 288–89
processes, 123. See also evidence-based decision process
AHP, 218
costs and benefits, 204t
design science, 49–50
MDMP, 288
mental models, 237
review, 393
TPSP, 288–89
professional assessment approach, 206
Professional Doctorate in Business Council, 357–58
professional practice, 18
as art, 293
development, 340
instrumental problem solving, 44
mainstreaming, 21
research findings and, 52
standards, viii–ix
value conflicts, 152
PROMES, 66
Pronovost, Peter, 151
pseudodiagnosticity, 280
PsycINFO, 35
publication game, 389
public health practitioners, 194
PubMed, 265
Puyt, Richard, 176
Q
Al Qaeda, 15
qualitative data, 87
quality of presentation of evidence, 170
quantification, 37
quantitative meta-analysis, 52
quantitative research, 364
quick fix, 391
Quine, W. V., 277
Quinn, R. E., 171
R
Rafaeli A., 362
Raine, L., 268
randomization, 5–6
in medicine, 31–32
randomized controlled trial (RCT), 31, 33, 122
as gold standard, 36–37
range restrictions, 254–55
rapid prototyping, 244–46
rational choice theory, 397
Rational Diagnosis and Treatment (Wulff), 25
rationality, 25, 54
beliefs, 285–86
bounded, 12, 28, 68, 84, 340, 411
instrumental, 392
intention, 28
technical, 44
value, 392
rationalization, 392
The Rational Manager (Keppner, Tregoe), 54
Rau, B., 149
Reader's Digest, 157
Reagan, Ronald, 8
real-world applicability, 67
reauthorization, 212
Reay, T., 390
Redfield, William, 7
reducible uncertainty, 5–6
reflection-in-action, 44
Reflections, 175
reflective reasoning, 282–83
The Reflective Practitioner (Shön), 44
regression approach, 102
regulatory focus, 211
relationship building, 176
repertoire notion, 50
research, 124, 178–79, 267, 350. See also design-science research; practice-oriented research; problem-focused research; scientific research findings, use of
AHCPR, 138–39
AIM, 127
business school, 294
collaborative, 83
(p. 430) design and policy evaluation, 83
DRRC, 318
EBE, 108
EBMgt and, 187–88
evidence-based, 93
evidence research trinity, 349
explanatory, 44–45
findings in professional practice, 52
full body of, 394, 400
grounded-theory, 360
incommensurate research paradigms, 394
informed basic, 83
leadership, 370
management, 19
quantitative, 364
RAE, 408
REF, 408
relevant, 17
scholarly HR, 246–47
scholars' tradition, 394
Social Science Research Network, 264
synthesis, 74
systematic, 379t
trinity, 349
researchability of management practice misconceptions, 30–32
Research Assessment Exercise (RAE), 408
research-based evidence, 369–71
research design, 81–83, 82f
researchers, 20–21
advancing EBMgt, 56
collaboration, 79
goal setting and, 312
OB involvement, 74–75
Research Excellence Framework (REF), 408
research-practice gap, 72, 73, 391
resource allocation, 84
resource planning, viii
return on investment (ROI), 8, 189, 239, 297
reverse causality, 256, 259
Reymen, I., 52–54
ride alongs, 148
risk
in HR, 229–34
probabilistic risk analyses, 207
Robbins, S. P., 177, 379
Rodgers, R., 87
Rodriguez, Dee Alcott, 177
Rogers, E. M., 290
Rogers, W. A., 395
Romme, A. G. L., 45, 52–54
Rouner, D., 141
Rousseau, D. M., 36, 79–80, 88, 136, 149
decision making and, 199
defining EBMgt, 278, 344, 409
diagnosis and, 171
evidence and, 175, 193, 360
exercises, 348
on incentive pay, 350
on managers, 226
politics and, 410–11
on profession, 168
scaffolding, 240
scholarly role, 177
on scientific knowledge, 395
SRs and, 393–94
Rovelli, Carlos, 12
Rowley, C., 236
Rucci, Anthony, 239
Rundall, T. G., 28–29, 189, 297, 303
Rynes, S. L., 70–71, 107, 132, 135, 142
on critical thinking, 149
knowledge quiz, 343
S
Sackett, David, 26, 29–30, 409
on cookbook medicine, 38–39
scientific evidence and, 35–36
Salas, E., 236
sales logic model, 195f
sample sizes, 5, 80, 104. See also small numbers
Sanders, K., 70
SAS Institute, vii
Sawitzky, A. C., 295
scaffolding, 240, 316, 318, 323
Schmidt, F. L., 253
Schmitt, Eric, 15
Schneider, M., 81, 85–86
scholars
research tradition, 394
staff, 177
scholarship of discovery, 83–84
scholarship of integration, 153
Schomaker, M. S., 151
Schön, Donald, 44, 48, 50, 142, 152
Schools that Learn (Senge), 175
Schrage, Michael, 244–45
Schroeder, R. G., 273
Schwartz, B., 68
“Science by the Pint,” 176
Science Direct, 35
science-driven culture, 133
“Science in the News,” 176
science of exploitation, 398
science-oriented evidence, OB and, 64–66
The Science of the Artificial (Simon), 44
scientifically proven phenomenon, 6
scientific evidence, 6–7
accessibility, 34–35, 40
aggregate, 35
as higher truth, 35–37
objective, 38
Sackett and, 35–36
teaching, 19
scientific-inquiry approach, 406, 406f
scientific knowledge, 5, 395
scientific method, 135–36
scientific positivism, 393
scientific research findings, use of, xxiii, 3–5
applications and use, 6–7
in business syllabi, ix
implications, 7–8
organizational facts, 8–11
peer review, 7
problems to overcome, 5–6
professional practice and, 52
SRs, 7
scientists
collaboration, xxvi, 37, 66, 75
communication skills, 134
information scientists, 125
practitioner resistance to, 132–35
searching for scientific evidence. See also literature reviews
best available evidence, 39, 265
books, 264, 265
chaos in, 263–64
databases, 19, 264–66
Google, 265–67, 371
grey literature, 116
inaccessibility and, 266
invisibility and, 264–66
journals, 263
librarians, 262–70
libraries, 266–67
new forms of access, 266–68
recommendations, 268–69
roadblocks, 263–66
websites, 265–66
Wikipedia, 268
self-awareness, 352
self-efficacy, 142
Self-Guided Field Trip, 344
self-training
field guides, 175
managerial simulation, 174
short video cases, 174–75
videos, 173–74
websites, 175
Seligman, Martin, 17
Semmelweis, Ignaz, 143
Senge, P. M., 170–71, 172, 175
serious play, 244–46
Serious Play (Schrage), 244
shared mental models (SMMs), 224, 246
enhancing, 234–35
measuring, 236–37
retooling, 234
task elements, 235
team dynamic elements, 235–36
teammate elements, 235
sharp-image diagnosis, 171
SHERPA-RoMEO, 269
shifting the burden, 170–71
Shirom, A., 171
Shojania, K. G., 136
Shugan, S. M., 320
(p. 431) Sideman, L., 132
Sieck, W. R., 277
Simon, Herbert, xxiii, xxvi, 8, 43–44, 411
Simonson, I., 219
single studies, 6
conclusions, 74
critiquing, 7–8
effect, 99
results, 64–65
suspicion of breakthrough, 284
Slater, M. D., 141
Sloan Management Review, 166
small numbers
error in statistico-organizational theory, 250–52
organizational facts and, 9
Smart, P., 80, 103, 277
Smellie, William, 131
Smith, G. D., 81, 85–86
Social Science Research Network, 264
social sciences, 30–31, 125, 263, 264
Social Sciences Citation Index, 263
social world, 47–48, 50–51
Society for Human Resource Management (SHRM), 70, 267
Society for Organizational Learning (SoL), 172, 175
sociology, 27, 30
socio-technical systems, 48
Sofamor Danek, 139
solution concept, 45
Solvic, P., 133
somatic marker hypothesis, 212
special interests, 136–38
SPICE, 119
spin-offs, 52–54
sponsorship, 136–38
stability, 286
Stablein, R. E., 350
staff scholar, 177
stakeholders, 15, 280, 407, 412, 414. See also ethics and stakeholder considerations
decision making, 203
perspectives, 281–82
in scholarship, 81
Starbuck, W., 241–43
statistico-organizational theory
conclusions, 259–60
confounds, 255–59
measurement error, 252–54
overview, 249–50
range restrictions, 254–55
small numbers error, 250–52
sources of error, 250–59, 260t
statistics, 135–36
status quo, 143
Steenkamp, J-B. E. M., 85
Stelfox, H. T., 137
sticky evidence, 175
Stockholm Syndrome, 394
Stoddart, Greg, 37
Stone, E. R., 213
story-based model, 141
strategic choices, 84
strategic management
challenges of EBMgt, 80–81
conclusion, 88
implications for EBMgt, 84–88
overview, 79–80
subgrouping approach, 102
subsumption of labor, 398–99
Sumsearch, 35
Sunstein, C. R., 145, 157
supply chain, 232, 244, 246
surprises, 241
Sutton, A., 123, 155
Sutton, R. I., 13, 34, 72, 74, 84, 362
causal benchmarking warning, 280–81
justification principle, 279
labeling crap, 197
reflective reasoning and, 284
website, 116
swamp of practice, 48–50
synthesis. See also evidence synthesis
narrative, 124
research, 74
systematic-research, 52
of theories, 363–65
synthetic science, 364
systematic decision-making, 13–14
systematic-research synthesis, 52
systematic reviews (SRs), xxvi, 7–8, 18, 35, 84. See also Critically Appraised Topics; literature reviews
advisory groups, 117
areas for, 116–17
available resources, 125
of best available evidence, 407
Campbell Collaboration for, 116–17, 123
checklist, 126t
Cochrane Collaboration for, 116, 123
conclusion, 127–28
conducting, 117–25
defined, 115
finding analysis, 123–24
finding dissemination, 124–25
finding role, 126
locating relevant studies, 120–22
management examples, 117, 118t
in medicine, 124
myths and misconceptions, 127t
narrative reviews and, 80
need in evidence synthesis, 113
OB and, 64–65
overview, 112–13
participation, 20
protocol for, 120, 121t
question identification, 117, 119–20, 120t
role of, 99–105, 115–16
Rousseau and, 393–94
stages of, 119t
strengths and weaknesses, 125–26
study appraisal, 122–23
Szent-Györgi, Albert, 5
T
tactical problem-solving process (TPSP), 288–89
taken as givens, 116
Taleb, Nassim Nicholas, 3
talent principles, 238
business leader sophistication, 233t
improving, 233–34
talent priorities, 243–44
Taliban, 15
Talton, R. Y., 367–68
Tan, Frances, 4, 13
decision framework, 14
on market share, 6, 9
Tavris, C., 380
Taylor, Frederick, 27, 389, 398–99
Taylor, R. B., 148
Taylorism, 398–99
teaching EBMgt. See also learning
advanced learning, 316–17
appraising evidence, 348–51
basic awareness, 343–44
best available evidence in, 346–48
case teaching method, 319–22
challenges, 322–25
class discussion, 318
conclusion, 325, 353
course-based approach, 339–41
decisions and actions, 351–52
deliberate practice, 313–14
evaluating, 352–53
exercises, 318–19, 349–50
expertise and expert performance, 313–22
feedback, 313
instructional strategies, 326–33
integrated approach, 341–42
lecture, 317–18
management education practices, 317
methods, 342–53
overview, 309–10, 337–38
projects, 322
questions and assignments, 344–46, 351–52
self-awareness in, 352
Self-Guided Field Trip, 344
stories, 338–39
thesis, 310–11
Teague, D. E., 366
team-shared mental models, 234–37. See also shared mental models
technical rationality, 44
TED video series, 173–74
telegrapher's cramp, 20
10 cardinal rules, 68, 278
(p. 432) Ten Have Change, 19
Tepper School of Business, 339, 341
testing decisions, 88
textbooks, 114
applications, 384t
causes of trust with systematic research, 379t
content and format, 382–83
evidence and, 379–81
marketplace, 381–82
overview, 376–77
publishers, 384–85
successful, 385
Thaler, R. H., 145, 157
Thanker, Thom, 15
Thayer, L., 152
“Their Own Worst Enemies: Why scientists are losing the PR wars,” 134
theory building, 81–83, 82f
theory of change, 194
theory-oriented outcomes, 67
theory testing, 103
thinkers.com, 170
thinking skills development, 172–73
Thorne, S. E., 87
Thorpe, R., 347
time series, 122, 216
Torrance, George, 37
Tosteson, Daniel, 19
Total Quality Management, 56
Toulmin, S. E., 371
Toussaint, J., 189
tradeoffs, 217–19
Tranfield, D., 80, 103, 116, 119
Transactive Memory System (TMS), 50–51
“Transforming Health Management: An Evidence-Based Approach,” 184
translation science, 21
A Treatise on the Theory and Practice of Midwifery, 131
Tregoe, B. J., 54
trust in numbers, 37–38
Trust in Numbers: The Pursuit of Objectivity in Science and in Public Life (Porter), 37
trust in professionals, 37
truth, 35–37, 146, 148
beliefs, 285–86
Tugwell, Peter, 26
Twain, Mark, 135
U
Ullian, J. S., 277
Ulrich, David, 170
uncertainty, 84
Underwood, A., 145
unique paradox, 136
University of Prince Edward Island, 341–42, 347
unlearning, 240–43
unreliability, 252
U.S. News and World Report, 168
U.S. Sugar Association, 137, 140
V
value rationality, 392
values, 275
CIP, 217
conflict in professional practice, 152
core, 276
defined, 273–74
EBMgt, 278–80
enacted, 274
espoused, 274
NPV, 218
value trumping, 275
Van Aken, J. E., 45
Van Burg, E., 52–54
Van de Ven, A., 81–84, 151, 362, 363t
VanLehn, K., 316
van Riemsdijk, M., 70
Veblen, Thorstein, 168
Vermeulen, F., 149
Vesper, Karl, 385
vision, 18, 73, 149, 155
visionary companies, 27
Vohs, K. D., 153
Vrieze, S. I., 135
Vygotsky, L. S., 144
W
Wade, C., 380
Wade, M., 152
Wall Street Journal, 302
Walshe, K., 28–29
Wang, C., 153
warnings, 242
warts-and-all fashion, 125
Waterman, Robert, 115
Weber, Max, 392
Weber, Tom, 67, 71
websites
evidence, 176–77
Google, 265–67, 371
Pfeffer, 116
in searching for scientific evidence, 265–66
self-training, 175
Sutton, 116
Wikipedia, 268
Weick, K. E., 49, 152, 170, 411
Weingart, L. R., 136, 177, 196
Welbourne, Theresa, 245
Welch, Jack, 223
what-if analysis, 17
Whetten, D. A., 171
White, J. R., 186
Who Says Elephants Can't Dance? (Gerstner), 155
“Why Don't Physicians Follow Clinical Practice Guidelines?”, 29
Wikipedia, 268
Willett, W. C., 145
Wood, M., 144
work assignment, 212
work details, 212
worked example effect, 312
work-satisfaction, 63
World Health Organization (WHO), 137, 140
Wulff, Henrik, 25
Y
Yang, H., 236
Yates, J. Frank, 12, 68, 208, 227, 290
10 cardinal rules, 68, 278
Young, B., 123
YouTube, 173
Z
Zanardelli, John, 146, 177, 263
zeitgeist of practice, xxiv–xxv, 20, 395
Zellars, K. L., 412