Decisions in businesses and organizations are too often based on fads, fashions and the success stories of famous CEOs. At the same time, traditional models and new cutting-edge solutions often fail to deliver on what they promise. This situation leaves managers, business leaders, consultants and policymakers with a profound challenge: how can we stay away from trends and quick fixes, and instead use valid and reliable evidence to support the organization?
In response to this problem, evidence-based management has evolved with the goal of improving the quality of decision-making by using critically evaluated evidence from multiple sources - organizational data, professional expertise, stakeholder values and scientific literature. This book sets out and explains the specific skills needed to gather, understand and use evidence to make better-informed organizational decisions.
Evidence-Based Management is a comprehensive guide that provides current and future managers, consultants and organizational leaders with the knowledge and practical skills to improve the quality and outcome of their decision-making. Online resources include case studies, exercises, lecture slides and further reading.
|Publisher:||Kogan Page, Ltd|
|Product dimensions:||6.10(w) x 9.00(h) x 1.20(d)|
About the Author
Eric Barends is Managing Director of the Center for Evidence-Based Management and advises management teams and boards of directors on evidence-based management and decision-making. He is also a visiting lecturer at New York University, Australian National University and VU University Amsterdam.
Denise M Rousseau is the H J Heinz II University Professor of Organizational Behavior and Public Policy at Carnegie Mellon University's Heinz College and Tepper School of Business. She was formerly the President of the Academy of Management and is an adviser to numerous social enterprises, professional associations, and governmental and for-profit organizations.
Table of Contents
** Chapter - 01: Evidence-based management: the basic principles (with Rob Briner); ** Chapter - 02: ASK: Critical questions about assumed problems and preferred solutions; * Section - PART ONE: Evidence from practitioners; ** Chapter - 03: ACQUIRE: Evidence from practitioners; ** Chapter - 04: APPRAISE: Evidence from practitioners; * Section - PART TWO: Evidence from the scientific literature; ** Chapter - 05: A short introduction to science (with Rob Briner); ** Chapter - 06: ACQUIRE: Evidence from the scientific literature; ** Chapter - 07: APPRAISE: Evidence from the scientific literature (with Rob Briner); * Section - PART THREE: Evidence from the organization; ** Chapter - 08: ACQUIRE: Evidence from the organization (with Martin Walker); ** Chapter - 09: APPRAISE: Evidence from the organization (with Martin Walker); * Section - PART FOUR: Evidence from stakeholders; ** Chapter - 10: ACQUIRE: Evidence from stakeholders; ** Chapter - 11 APPRAISE: Evidence from stakeholders; ** Chapter - 12: AGGREGATE: Weighing and pulling together the evidence; ** Chapter - 13: APPLY: Incorporating the evidence into the decision-making process (with Alessandra Capezio); ** Chapter - 14: ASSESS: Evaluate the outcome of the decision taken; ** Chapter - 15: Building the capacity for evidence-based management; ** Chapter - 16: Guidelines for critically appraised topics;