In Search of Evidence

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CHAPTER 7 Managers’ Attitudes And Perceived Barriers to Evidence-Based Management An International Survey Eric Barends Josh Villenueva Rob B. Briner Steven ten Have This chapter is under review for publication. It is therefore subject to change.
Chapter 7 ABSTRACT Evidence-based practice (EBP) in management is still in its infancy and there is much research showing that management practitioners do not consult scientific evidence when making decisions. To facilitate its uptake we need to know more about managers’ attitudes and perceived barriers towards EBP. In medicine, nursing, and education, there is an abundance of research on this subject. Within the field of management, however, such studies do not yet exist. To address this gap we surveyed more than 1,500 management practitioners in Belgium, the Netherlands, and the United States. Our findings challenge the assumptions made by many scholars: managers are, in general, interested in scientific evidence, thus their lack of use thereof may not be due to motivation issues. In addition, our results reveal that managers perceive lack of time to be the main barrier, followed by the perception that managers lack sufficient understanding of scientific research and that research articles are unreadable. Our findings contribute to a better understanding of managers’ perceived barriers towards the use of research findings. We discuss the implications of our findings for practice, education and research and provide suggestions on ways to enhance the use of EBP and research in management practice. INTRODUCTION ‘Evidence-based’ is a term coined in the 1990s in medicine, though nowadays its principles extend across disciplines as varied as nursing, education, criminology, social work, and public policy. The basic idea of evidence-based practice is that good-quality decisions require both critical thinking and the use of the ‘best available evidence’. This ‘evidence’ may come from scientific research, but internal business information and even professional experience also constitute ‘evidence’ (Barends, Rousseau, & Briner, 2014). In the last two decades evidence-based practice has been embraced by many disciplines (Davies, 1999; McCall, 2009; Sherman, 2013), and — perhaps with only slight exaggeration — it could be claimed that it is slowly becoming a defining feature of what it means to be a professional in many fields (Dawes et al., 2005). In management, however, evidence-based management is still in its infancy, and a substantial amount of research demonstrates that management practitioners do not consult scientific evidence (Gannon & Noon, 1971; Gopinath, 1995; Rynes, Brown, & Colbert, 2002; Villanueva, 2011). This situation, however, is comparable to the one in medicine 25 years ago — Gordon Guyatt, who coined the term ‘evidence based’ in 1990, noted: ‘The problem isn’t clinical experience: the problem
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In Search of Evidence Empirical fin
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Barends, E.G.R. In Search of Eviden
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promotoren: prof.dr.mr. S. ten Have
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“Where evidence is strong, we sho
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8 Becoming an Evidence-Based HR-Pra
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Chapter 1 INTRODUCTION Seeing is Be
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Chapter 1 In Search of Evidence It
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Chapter 1 such studies critically a
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CHAPTER 2 Learning From Other Evide
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Learning From Other Evidence-Based
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CHAPTER 3 Effects of Change Interve
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CHAPTER 4 Difficult But Doable: Inc
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Difficult But Doable studies with a
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Difficult But Doable idea of conduc
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Difficult But Doable References Fan
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Page 113 and 114: Chapter 5 During our discussions of
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Becoming an Evidence-Based HR-Pract
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CHAPTER 9 Evidence-Based Management
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Evidence-Based Management: The Basi
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CHAPTER 10 Summary and General Disc
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CHAPTER 11 Summary in Dutch: Samenv
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Nederlandse samenvatting bij elkaar
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Nederlandse samenvatting uitkomst v
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Nederlandse samenvatting te voorkom
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Nederlandse samenvatting weg te gaa
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APPENDIX Teaching Evidence-Based Pr
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Teaching Evidence-Based Practice: L
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-Based Practice: Lessons From the P
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Acknowledgments / Dankwoord Steven
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Clare Peel, a big cheers to you for
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