This paper presents an overview of current academic theory on evidence-based management (EBM) and considers the extent to which the decision-making processes of 39 senior, general managers are consistent with this thinking. In the pursuit of this aim the study has utilised inductive reasoning, qualitative data, purposeful sampling and semi-structured interviews, based upon the critical incident technique (Flanagan, 1954), to obtain detailed information regarding the decision-making processes utilised by each of the interviewees in relation to their most challenging managerial situations. It has been shown that these interviewees utilised only one of the four main sources of evidence for management decision-making proposed by Briner and Rousseau (2011). In the light of this finding, ways are identified in which managers may be able to enhance their business practice by utilising more sources of evidence. In addition, the study has also identified ways in which current academic thinking needs to be developed so that it incorporates all of the practices that general managers have utilised. Finally, the implications for general managers are discussed.

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Doveton College is a unique project in the delivery of integrated community and education services for a community in need. It is one of the most comprehensive and successful examples of a school as community hub and since its opening it has been a strong influence for the delivery of many other projects with similar ambitions. This paper explores the planning context for the project, the key architectural strategies that led to the success of the design and some of the lessons learnt during the process and since opening.

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