Evidence-based management (EBMgt) is a unique style of organizational leadership. Unlike conventional management, it does not rely on personal thoughts, habits, irrational confidences, and trends to make judgments. Instead, it focuses on using reliable research information to necessitate the coining of correct decisions at all times. Concerning the notion that it is part of the emergent aspects, this paper intends to review existing literature regarding EBMgt as a way of availing a comprehensive understanding of the subject matter.
According to Dietz et al. (2014), EBMgt encompasses the devising of decisions and the establishing of practices that are fitting to both the short-term and long-term needs and expectations of an organization. These are the administrative measures that favour organization-based rather than individual-based judgements in accordance with the findings of Baba and HakemZadeh (2012). It is necessary to note that EBMgt evolved from the health care context and gradually expanded into the spheres of business practice. It puts great emphasis on the use of objective, rational and empirical strategies in order to address issues. As such, Glaub, FreseFischer and Hoppe (2014) relate EBMgt to the scientific techniques that use the experimental frameworks of data collection in their bid to advance knowledge. It means that, by adopting an implementing EBMgt, it is possible for managers to examine the outcomes of every decision, especially in the case of strategic and routine decisions. This is in agreement with the predispositions of Booker, Bontis and Serenko (2012). Booker, Bontis and Serenko (2012) reiterate the assertions of Rauch, Doorn and Hulsink (2014) by stating that EBMgt provides a cautious contemplation regarding the relationship between reason and outcome. This enables managers to acquire high confidence when making programme-based judgements since they can locate data which augment the probabilities of a choice. The result, with regards to Kepes, Bennett and McDaniel (2014), is the attainment of the desired goals and objectives. Alternatively, Dietz et al. (2014) affirm that the use of EBMgt frameworks tends to create an added advantage to businesses. Take a case example of the instances where there is streamlining of all decision-making endeavours. EBMgt encourages decision makers to have discipline and employ structured approaches when making judgements. All of these depend on the high structured level of collecting, disseminating and analyzing data, thereby creating a workplace that thrives on facts as opposed to guesswork or intuition.
However, Harland (2013) criticizes EBMgt by ascertaining that the approach lacks quantifiable completeness or appropriateness. As a result, its analytical approach is not always free of biases. There is the likelihood of inadequacy about neutrality. In such instances, decision makers cannot agree on the factors that constitute the credibility of evidence. According to Morrell, Learmonth and Heracleous (2015), even if information regarding a particular element is desirable, it may not exist to predispose its adequate availability. The notion of objectivity eventuates into an obscured aspect. If this is the case, then the subjectivity of data to interpretation faces numerous situations of differing conclusions. This is primarily because, in agreement with Tourish (2013), managers with varied levels of backgrounds and experiences are the ones who handle the same research findings and data. Based on the results of De Marchi, Lucertini and Tsoukias (2016), there is no way that they can achieve a common ground in the making of quality decisions. In addition, EBMgt strategies do not take ethical considerations into account as mandated by the morality of leadership. With EBMgt, decision makers can uphold choices that are detrimental to the well-being of the society.
In conclusion, regardless of the identified limitations, there are high chances of structuring EBMgt to accommodate rational decision making. Through the acquisition of adequate data, managers can make actionable and productive decisions. All these can help in differentiating between alternatives and choices that portray promising outcomes. More so, EBMgt can play a role in enabling non managers to support the decisions made by their respective managers. Therefore, EBMgt is a topic of interest when exploring the qualities of different types of decisions.
Baba, V. V., & HakemZadeh, F. (2012). Toward a theory of evidence based decision making. Management decision, 50(5), 832-867.
Booker, L. D., Bontis, N., & Serenko, A. (2012). EvidenceBased Management and Academic Research Relevance. Knowledge and Process Management, 19(3), 121-130.
De Marchi, G., Lucertini, G., & Tsoukias, A. (2016). From evidence-based policy making to policy analytics. Annals of Operations Research, 236(1), 15-38.
Dietz, J., Antonakis, J., Hoffrage, U., Krings, F., Marewski, J. N., & Zehnder, C. (2014). Teaching evidence-based management with a focus on producing local evidence. Academy of Management Learning & Education, 13(3), 397-414.
Glaub, M. E., Frese, M., Fischer, S., & Hoppe, M. (2014). Increasing Personal Initiative in Small Business Managers or Owners Leads to Entrepreneurial Success: A Theory-Based Controlled Randomized Field Intervention for Evidence-BasedManagement. Academy of Management Learning & Education, 13(3), 354-379.
Harland, C. M. (2013). Supply chain management research impact: an evidence-based perspective. Supply Chain Management: An International Journal, 18(5), 483-496.
Kepes, S., Bennett, A. A., & McDaniel, M. A. (2014). Evidence-based management and the trustworthiness of our cumulative scientific knowledge: Implications for teaching, research, and practice. Academy of Management Learning & Education, 13(3), 446-466.
Morrell, K., Learmonth, M., & Heracleous, L. (2015). An Archaeological Critique of Evidencebased Management: One Digression After Another. British Journal of Management, 26(3), 529-543.
Rauch, A., Doorn, R., & Hulsink, W. (2014). A Qualitative Approach to EvidenceBased Entrepreneurship: Theoretical Considerations and an Example Involving Business Clusters. Entrepreneurship Theory and Practice, 38(2), 333-368.
Tourish, D. (2013). Evidence Based Management, or Evidence Oriented Organizing? A critical realist perspective. Organization, 20(2), 173-192.
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