Evidence-based management: The very idea.
|dc.contributor.author||Harding, Nancy H.|
|dc.identifier.citation||Learmonth, M. and Harding, N.H. (2006) Evidence-based management: The very idea. Public Administration. Vol. 84, No. 2, pp. 245-266.||en|
|dc.description.abstract||This 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.||en|
|dc.title||Evidence-based management: The very idea.||en|
|dc.type.version||published version paper||en|