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Evidence-Based Management in "Macro" Areas: The Case of Strategic Management

Author

Listed:
  • Madhavan, Ravi

    (University of Pittsburgh)

  • Mahoney, Joseph T.

    (University of IL)

Abstract

Despite its intuitive appeal, evidence-based management (EBMgt) faces unique challenges in "macro" areas such as Organization Theory and Strategy Management, which emphasize actions by organizations, and business and corporate leaders. The inherent focus on complex, multi-level and unique problems present serious challenges. EBMgt will nurture the establishment of a new model of research that is not only cumulative in its knowledge-building but also promotes engaged scholarship. Further, the uncertainty and conflict that characterize "macro" decision contexts heighten the need for EBMgt. We put forward four recommendations to advance EBMgt: (1) using more sophisticated meta-analyses; (2) providing syntheses that go beyond quantitative summaries; (3) engaging in a disciplined conversation about our implicit "levels of evidence" frameworks; and (4) developing decision supports.

Suggested Citation

  • Madhavan, Ravi & Mahoney, Joseph T., 2011. "Evidence-Based Management in "Macro" Areas: The Case of Strategic Management," Working Papers 11-0105, University of Illinois at Urbana-Champaign, College of Business.
    • Handle: RePEc:ecl:illbus:11-0105
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    References listed on IDEAS

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    1. Jennifer Petkovic & Vivian Welch & Marie Helena Jacob & Manosila Yoganathan & Ana Patricia Ayala & Heather Cunningham & Peter Tugwell, 2018. "Do evidence summaries increase health policy‐makers' use of evidence from systematic reviews? A systematic review," Campbell Systematic Reviews, John Wiley & Sons, vol. 14(1), pages 1-52.
    2. Bogdan MINJINA, 2015. "The Use of the Evidence from the Behavioral Sciences in the Organizational Decision-Making Process," Management Dynamics in the Knowledge Economy, College of Management, National University of Political Studies and Public Administration, vol. 3(3), pages 381-408, September.

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