Management Dynamics

Open Access Open Access  Restricted Access Subscription Access

Relevance of Evidence Based Decision Making: Cases in Ancient and Current Scenarios


Affiliations
1 Department (of) Business Administration, National Institute of Technology, Kurukshetra, India
 

The purpose of this paper is to study what evidence based practice is and how it can help organizations to make better decisions. In all type of organizations like bank, consulting firm, policy making, health sector and startup, it plays an important role as practitioners affecting the lives of so many people have moral obligation to use the best available evidence when making a decision. The current paper discusses the relevance of evidence based decision making in current scenarios. Here firstly relevancy of this concept has been checked in both ancient and current context in selected areas where decision making with evidence plays a pertinent role. The methodology of hermeneutics, i.e., identification, investigation, interpretation and integration, has been utilised in the present paper. Evidence-based decision - making adopted by king in Vikram-Betal story in the ancient scenario and same approach used by the various organizations in current scenario has been discussed in the study. Finally, a framework has been proposed based on the synthesis of various literatures relating to EBDM practices, story and cases taken from current scenario in the medical and judicial areas.  


Keywords

Decision Making, Competency, Fastidious and Potential.
User
Notifications
Font Size

  • Briner, R. B., Denyer, D., & Rousseau, D. M. (2009). Evidence-based management: concept cleanup time?. The Academy of Management Perspectives, 23(4), 19-32.

  • Cook, D. J., Greengold, N. L., Ellrodt, A. G., & Weingarten, S. R. (1997). The relation between systematic reviews and practice guidelines. Annals of internal medicine, 127(3), 210-216.

  • Dean, J. W., & Bowen, D. E. (1994). Management theory and total quality: improving research and practice through theory development. Academy of management review, 19(3), 392-418.

  • Greenhalgh, T. (1997). Papers that summarise other papers (systematic reviews and meta-analyses). BMJ: British Medical Journal, 315(7109), 672.

  • Holloway, J. (2007). Where’s The Evidence For Evidence Based Management?’, paper presented at the ESRC Seminar series ‘Advancing research in the business and management field’, 18 May.

  • James, A. (2011). Marketing Theory: An Overview of Theory Guides. Teaching Theory, 95-110.

  • Locke, E. A., & Latham, G. P. (1990). A Theory of Goal Setting and Task Performance Prentice-Hall. Englewood Cliffs, NJ.

  • Marston, G., & Watts, R. (2003). Tampering with the evidence: a critical appraisal of evidence-based policy-making. The drawing board: An Australian review of public affairs, 3(3), 143-163.

  • Drucker, P. F. 1966. The effective executive. New York: HarperCollins.

  • Pfeffer, J., & Sutton, R. I. (2006). Hard facts, dangerous half-truths, and total nonsense: Profiting from evidence-based management. Harvard Business Press.

  • Reid, B., & Spinks, N. (2007, May). Effacing the Facts: Critical Realism and the Politics of Evidence. In 3rd International Congress of Qualitative Inquiry, University of Illinois at Urbana-Champaign (pp. 2-5).

  • Rynes, S. L., Bartunek, J. M., & Daft, R. L. (2001). Across the great divide: Knowledge creation and transfer between practitioners and academics. Academy of management Journal, 44(2), 340-355.

  • Rousseau, D. M. (2006). Is there such a thing as “evidence-based management”?. Academy of management review, 31(2), 256-269.

  • Reay, T., Berta, W., & Kohn, M. K. (2009). What's the evidence on evidence-based management?. The Academy of Management Perspectives, 23(4), 5-18.

  • Rousseau, D. M., & McCarthy, S. (2007). Educating managers from an evidence-based perspective. Academy of Management Learning & Education, 6(1), 84-101.

  • Sackett, D.L., Straus, S.E., Richardson, W.S., Rosenberg, W. and Haynes, R.B. (2000), Evidencebased Medicine: How to Practice and Teach EBM, Churchill Livingstone, New York, NY.

  • Shaxson, L. (2005). Is your evidence robust enough? Questions for policy makers and practitioners. Evidence & Policy: A Journal of Research, Debate and Practice, 1(1), 101-112.

  • Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence informed management knowledge by means of systematic review. British journal of management, 14(3), 207-222.

  • Wolf, F. M., Shea, J. A., & Albanese, M. A. (2001). Toward setting a research agenda for systematic reviews of evidence of the effects of medical education. Teaching and learning in medicine, 13(1), 53-60.

  • Westen, D. and Bradley, R. (2005). “Empirically supported complexity”, Current Directions in Psychological Science, 14(5), 266-71.

  • Gaynard, J. (2010). “Creativity, innovation, KM and French management”, available at: http://johngaynardcreativity.blogspot.com/2010/01/intuitive-management-vs-evidence-based. Html https://vetoviolence.cdc.gov/apps/evidence/docs/EBDM_82412.pdf

  • https://www.gutenberg.org/files/2400/2400-h/2400-h.htm

  • https://hbr.org/2006/01/evidence-based-management

  • http://www.educationalservice.net/2011/september/Tales of King Vikram and Betaal the Vampire.pdf

  • http://journals.sagepub.com/doi/abs/10.1177/0275074007301957

  • https://hcmarketplace.com/media/browse/6061_browse.pdf

  • http://anilpinto.blogspot.in/2014/02/a-structuralist-analysis-of-stories-of.html

  • http://libguides.winona.edu/c.php?g=11614&p=61584

  • https://vetoviolence.cdc.gov/apps/evidence/docs/EBDM_82412.pdf

  • https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3270906/

  • https://vetoviolence.cdc.gov/apps/evidence/docs/EBDM_82412.pdf

  • https://implementationscience.biomedcentral.com/articles/10.1186/1748-5908-4-78 https://inf-fusion.ca/~/media/nurseone/page-content/pdf-fr/or ganizational_readiness_for_evidencebased_practice.pdf

  • http://indianexpress.com/article/opinion/columns/modi-government-three-years-best-for-indiaeconomysince-1996-2822478/

  • https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3270906/

  • http://www.hrmagazine.co.uk/article-details/whats-the-evidence-for-performance management

  • http://scholarworks.wmich.edu/ojot/vol5/iss3/8/ assessed at 2:38 pm on dated 11/10/2017

  • https://en.wikipedia.org/wiki/Indian_Evidence_Act

  • https://en.wikipedia.org/wiki/Vikramaditya

  • http://indianexpress.com/article/india/aarushi-talwar-murder-case-verdict-live updates-hemrajnupurtalwar-rajesh-talwar-allahabad-high-court-cbi-4886167/

  • (http://indiatoday.intoday.in/story/aarushi-murder-case-verdict-live-updates-allahabad-highcourt/1/1067035.html

  • http://www.decision-making-solutions.com/evidence-based-decision-making.html


Abstract Views: 257

PDF Views: 114




  • Relevance of Evidence Based Decision Making: Cases in Ancient and Current Scenarios

Abstract Views: 257  |  PDF Views: 114

Authors

Neelam Kaushal
Department (of) Business Administration, National Institute of Technology, Kurukshetra, India

Abstract


The purpose of this paper is to study what evidence based practice is and how it can help organizations to make better decisions. In all type of organizations like bank, consulting firm, policy making, health sector and startup, it plays an important role as practitioners affecting the lives of so many people have moral obligation to use the best available evidence when making a decision. The current paper discusses the relevance of evidence based decision making in current scenarios. Here firstly relevancy of this concept has been checked in both ancient and current context in selected areas where decision making with evidence plays a pertinent role. The methodology of hermeneutics, i.e., identification, investigation, interpretation and integration, has been utilised in the present paper. Evidence-based decision - making adopted by king in Vikram-Betal story in the ancient scenario and same approach used by the various organizations in current scenario has been discussed in the study. Finally, a framework has been proposed based on the synthesis of various literatures relating to EBDM practices, story and cases taken from current scenario in the medical and judicial areas.  


Keywords


Decision Making, Competency, Fastidious and Potential.

References