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Evidence-based management: The very idea.

By M. Learmonth and Nancy H. Harding

Abstract

NoThis essay critically evaluates the recent phenomenon of `evidence-based management' in public services that is especially prominent in health care. We suggest that the current approach, broadly informed by evidence-based health care, is misguided given the deeply contested nature of `evidence' within the discipline of management studies. We argue that its growing popularity in spite of the theoretical problems it faces can be understood primarily as a function of the interests served by the universalization of certain forms of managerialist `evidence' rather than any contribution to organizational effectiveness. Indeed, in a reading informed by the work of French geographer Henri Lefebvre, we suggest that in the long term the project is likely to inhibit rather than encourage a fuller understanding of the nature of public services. We conclude with a call for forms of organizational research that the current preoccupations of the evidence-based project marginalize if not write out altogether

Topics: Evidence-based management, Health care, Public services
Year: 2006
OAI identifier: oai:bradscholars.brad.ac.uk:10454/3075
Provided by: Bradford Scholars
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