Towards a process model of evidence based decision-making

Abstract

This thesis aims to develop a process model that explains why some managers engage in evidence based decision-making (EBDM) more than others. This process model is developed by drawing on the work of van Hooft and Noordzij (2009), and views Learning Goal Orientation (LGO) and Theory of Planned Behaviour (TPB) as complementary perspectives to explain intentions and behaviours. The model is then quantitatively tested with a sample of 203 senior managers from the built environment sector (i.e., inception, design and development of office buildings). To complement the cross-sectional survey, 17 in-depth interviews were conducted to ensure the relevant facilitating conditions and barriers to EBDM were captured in the model. The quantitative results support the proposed process model of EBDM. LGO is a higher order construct of TPB in predicting EBDM. LGO and TPB also explain unique additional variance in EBDM. The strongest predictors of the intention to adopt EBDM and its consequent practice are LGO and subjective norms. The qualitative results expand on the importance of the latter, by explaining how, beyond the expectations of the immediate work group, the norms embedded in organisations and industries create collective routinisation, which is when a decision-making process carried out by multiple actors is simplified and standardized. I outline why collective routinisation is important for EBDM and explore the differences between how practitioners and academics view EBDM. This thesis makes theoretical contributions by integrating LGO, TPB and the organisational learning literatures to develop a process model of EBDM. This process model identifies important barriers that must be overcome if EBDM is to be more widely practiced. The findings suggest that organisations can increase the practice of EBDM by fostering a LGO amongst employees, and balancing both exploitative and exploratory activities within their routines.