Topic
Evidence-based management
About: Evidence-based management is a research topic. Over the lifetime, 624 publications have been published within this topic receiving 30997 citations.
Papers published on a yearly basis
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TL;DR: Evidence Based Medicine (IBM) as discussed by the authors is the conscientious, explicit, and judicious use of current best evidence in making decisions about the care of individual patients, which is a hot topic for clinicians, public health practitioners, purchasers, planners and the public.
Abstract: It's about integrating individual clinical expertise and the best external evidence
Evidence based medicine, whose philosophical origins extend back to mid-19th century Paris and earlier, remains a hot topic for clinicians, public health practitioners, purchasers, planners, and the public. There are now frequent workshops in how to practice and teach it (one sponsored by the BMJ will be held in London on 24 April); undergraduate1 and postgraduate2 training programmes are incorporating it3 (or pondering how to do so); British centres for evidence based practice have been established or planned in adult medicine, child health, surgery, pathology, pharmacotherapy, nursing, general practice, and dentistry; the Cochrane Collaboration and Britain's Centre for Review and Dissemination in York are providing systematic reviews of the effects of health care; new evidence based practice journals are being launched; and it has become a common topic in the lay media. But enthusiasm has been mixed with some negative reaction.4 5 6 Criticism has ranged from evidence based medicine being old hat to it being a dangerous innovation, perpetrated by the arrogant to serve cost cutters and suppress clinical freedom. As evidence based medicine continues to evolve and adapt, now is a useful time to refine the discussion of what it is and what it is not.
Evidence based medicine is the conscientious, explicit, and judicious use of current best evidence in making decisions about the care of individual patients. The …
12,134 citations
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TL;DR: The report provides a rationale for and expanded discussion of the EBPP policy statement that was developed by the Task Force and adopted as association policy by the APA Council of Representatives in August 2005.
Abstract: The evidence-based practice movement has become an important feature of health care systems and health care policy. Within this context, the APA 2005 Presidential Task Force on Evidence-Based Practice defines and discusses evidence-based practice in psychology (EBPP). In an integration of science and practice, the Task Force's report describes psychology's fundamental commitment to sophisticated EBPP and takes into account the full range of evidence psychologists and policymakers must consider. Research, clinical expertise, and patient characteristics are all supported as relevant to good outcomes. EBPP promotes effective psychological practice and enhances public health by applying empirically supported principles of psychological assessment, case formulation, therapeutic relationship, and intervention. The report provides a rationale for and expanded discussion of the EBPP policy statement that was developed by the Task Force and adopted as association policy by the APA Council of Representatives in August 2005.
1,716 citations
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01 Apr 2006TL;DR: In this article, the authors explore the promise organization research offers for improved management practice and how, at present, it falls short using evidence-based medicine as an exemplar, identify ways of closing the prevailing "research-practice gap" and close with guidance for researchers, educators, and managers for translating the principles governing human behavior and organizational processes into more effective management practice.
Abstract: I explore the promise organization research offers for improved management practice and how, at present, it falls short Using evidence-based medicine as an exemplar, I identify ways of closing the prevailing “research-practice gap”-- the failure of organizations and managers to base practices on best available evidence I close with guidance for researchers, educators, and managers for translating the principles governing human behavior and organizational processes into more effective management practice
835 citations
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01 Jan 1988TL;DR: Kuhn and O'Loughlin this article discussed the influence of theory on the evaluation of evidence and the development of skills in coordinating theory and evidence in the context of scientific thinking.
Abstract: D. Kuhn, Introduction. The Development of Scientific Thinking. Related Work. D. Kuhn and E. Amsel with the assistance of L. Schauble, The Evaluation of Evidence. The Interpretation of Covariation and Noncovariation Evidence. The Influence of Theory on Evaluation of Evidence. The Reconstruction of Theory and Evidence. D. Kuhn and M. O'Loughlin with the assistance of W. Yotive, The Coordination of Theory and Evidence. Replication: The Evaluation of Evidence. The Interpretation of Insufficient and Mixed Evidence. The Coordination of Evidence with Multiple Theories. The Generation of Evidence to Evaluate Theories. The Development of Skills in Coordinating Theory and Evidence. D. Kuhn and B. Leadbeater, The Connection of Theory and Evidence. The Interpretation of Divergent Evidence. D. Kuhn, Conclusion. Summary and Conclusions. References. Index.
819 citations
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14 Feb 2006
TL;DR: Pfeffer and Sutton as mentioned in this paper show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype.
Abstract: The best organizations have the best talent...Financial incentives drive company performance...Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management "wisdom" isn't wise at all--but, instead, flawed knowledge based on "best practices" that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held--but ultimately flawed--management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life--and shows how to finally turn this common sense into common practice.
719 citations