The Oxford Handbook of Evidence-based Management

From medicine to education, evidence-based approaches aim to evaluate and apply scientific evidence to a problem in order to arrive at the best possible solution. Thus, using scientific knowledge to inform the judgment of managers and the process of decision-making in organizations, Evidence-based Management (EBMgt) is the science-informed practice of management. Written by leading experts in the study and practice of EBMgt, The Oxford Handbook of Evidence-based Management provides an overview of key EBMgt ideas and puts them in context of promoting evidence-based practice. Furthermore, it addresses the roles and contributions of practitioners, educators, and scholars — the primary constituents of EBMgt — while providing perspectives and resources for each. Divided into three sections (research, practice, and education), this handbook examines the realities of everyday management practice and the role EBMgt can play in improving managerial decision making and employee well being and instructs educators in their roles as designers of curricula and resources. As the first major volume to capture the spirit of this emerging movement, The Oxford Handbook of Evidence-based Management shows how practitioners can use high-quality knowledge gleaned from scientific research in order to make better use of available data and ultimately make more mindful decisions.

Part One: Introduction; 1. Envisioning Evidence-based Management; Denise M. Rousseau; 2. Learning from Other Evidence-based Practices: The Case of Medicine; E.G.R. Barends, Steven ten Have, and Franck Huisman; 3. A Design Science Approach to Evidence-based Management; J.E. Van Aken and A.G.L. Romme; Part Two: Research; 4. Organizational Behavior's Contributions to Evidence-based Management; Denise M. Rousseau; 5. Evidence-based Management in "Macro" Organizational Theory and Strategy; Ravi Madhavan and Joseph T. Mahoney; 6. Evidence-based Entrepreneurship (EBE): A Systematic Approach to Cumulative Science; Michael Frese, Andreas Bausch, Peter Schmidt, Andreas Rauch, and R?diger Kabst; 7. Systematic Review and Evidence Synthesis as a Practice and Scholarship Tool; Rob Briner and David Denyer; 8. Research Findings Practitioners Resist: Lessons for Management Academics from Evidence-based Medicine; Tamara Giluk and Sara L. Rynes; 9. Enabling Evidence-based Management: Bridging the Gap Between Academics and Practitioners; Opal Leung and Jean Bartunek; Part Three: Practice; 10. Adventures in the Evidence-based Management Trade; Anthony Kovner; 11. At the Intersection of the Academy and Practice at Asbury Heights; John Zanardelli; 12. Evidence-based Decision Management; Frank J. Yates and Georges Potwoworski; 13. Decision Logic in Evidence-based Management: Can Standard Business Logical Models Make Managers Better Human Resource Decision Makers?; John W. Boudreau; 14. EBMgt and Organizational Facts; Lex Donaldson; 15. Buried treasure: Finding Evidence Now; Roye Werner; 16. Culture and Evidence-based Management; Georges Potwoworski and Lee Green; 17. Designing EBMgt Implementation Processes and Practices for the Senior Management, Middle Management and Supervisor Levels; Jayne Speicher-Bocija and Richard Adams; Part Four: Education; 18. Teaching and Learning Using Evidence-based Principles; Jodi Goodman and James O'Brien; 19. Teaching and Learning Evidence-based Management 1.0; Blake Jelley, Wendy R. Carroll, and Denise M. Rousseau; 20. Toward Doctoral Education that Encourages Evidence-based Management through Problem-Focused Research; Paul Salipante and Ann K. Smith; 21. Creating Evidence-based Management Textbooks; Jone L. Pearce; Part Five: Criticism; 22. Beyond 'New Scientific Management'? Why the Ideological Critique of Evidence-based Management Should be Taken Seriously; Severin Hornung; 23. The Politics of Evidence-based Decision Making; Gerard P. Hodgkinson

Denise M. Rousseau, Ph.D., is the H.J. Heinz II University Professor of Organizational Behavior Management Collaborative at Carnegie Mellon University.