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

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  • 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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    File URL: http://www.business.illinois.edu/Working_Papers/papers/11-0105.pdf
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    5. Alfred Kieser & Lars Leiner, 2009. "Why the Rigour-Relevance Gap in Management Research Is Unbridgeable," Journal of Management Studies, Wiley Blackwell, vol. 46(3), pages 516-533, May.
    6. Roger J. Volkema, 1983. "Problem Formulation in Planning and Design," Management Science, INFORMS, vol. 29(6), pages 639-652, June.
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