Making Evidence-Based Management Usable in Practice

Damore, Joseph F.

doi:10.1097/01974520-200601000-00005

Cited by 13 publications

(19 citation statements)

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“…'politics') but is reported to have gained less popularity in the private sector (Rousseau, 2006). Much of the recent literature supports the notion that practicing EBM will enhance organisational effectiveness (Damore, 2006;Pfeffer and Sutton, 2006;Rousseau, 2006;Briner et al 2009) but it must be acknowledged that this is currently mainly 'opinion' rather than based on empirical evidence. Some are not so sure and consider whether EBM is or is not the solution to all management challenges.…”

Section: Evidence-based Managementmentioning

confidence: 98%

The Role of Evidence in General Managers' Decision-Making

Francis-Smythe

Robinson

Ross

2013

Journal of General Management

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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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Section: Evidence-based Managementmentioning

confidence: 98%

The Role of Evidence in General Managers' Decision-Making

Francis-Smythe

Robinson

Ross

2013

Journal of General Management

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“…There is no consensus on research methods, research questions, and research results [18] . It is more difficult to clearly define and measure the variables used in the research [10] .…”

Section: Challenges Related To Research Methodsmentioning

confidence: 99%

“…Other barriers include such factors as organizational culture, organizational values, the effect of different styles of management, lack of a clear description for success criteria [10] . Among other factors complicating the implementation of EBMgt are unfavorable working conditions, poor working methods, the negative attitudes of managers and colleagues, and personal beliefs [21] .…”

Section: Cultural Differencesmentioning

confidence: 99%

“…What is crucial for EBMgt practices is the fact that the research should be easily understandable and applicable in different institutions [10] . It is necessary to arouse the managers' interest in conducting research, participating in others' research, and utilizing the results of this research [7] .…”

Section: Facilitators Of Evidence-based Managementmentioning

confidence: 99%

“…EBMgt is a critical tool that helps nurse manager leaders with such important issues as improving the quality and effectiveness of nursing management [10] . Briner et al [11] suggest that the following steps could be taken to use the EBMgt approach:…”

Section: Evidence-based Managementmentioning

confidence: 99%

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Evidence-based nursing management: Challenges and facilitators

Yürümezoğlu

Kocaman

2013

JNEP

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This review introduces a new approach for nursing management called Evidence Based Nursing Management (EBNMgt). EBNMgt is the integration of the best research evidence with nurse managers' expertise and nurses' preferences. Even though it is commonly acknowledged that health care should be evidence-based, evidence-based decision making in the field of nursing management has not been addressed adequately in terms of what actually determines the quality of nursing care and working conditions of nurses. This review discusses the significance of evidence-based nursing management from the perspective of both academics and managers, and elaborates on both the difficulties of implementing evidence-based nursing management and ways of facilitating implementation. Collaborative models between universities and hospitals could be used as a method to facilitate the implementation of evidence-based nursing management in order to improve nursing care and the working environment. Like evidence-based nursing, evidence-based nursing management should also be carefully studied for the professionalization of nursing and for better patient care.

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