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dc.contributor.authorLearmonth, M.*
dc.contributor.authorHarding, Nancy H.*
dc.date.accessioned2009-07-21T07:25:20Z
dc.date.available2009-07-21T07:25:20Z
dc.date.issued2006
dc.identifier.citationLearmonth M and Harding NH (2006) Evidence-based management: The very idea. Public Administration. 84(2): 245-266.en
dc.identifier.urihttp://hdl.handle.net/10454/3075
dc.descriptionNoen
dc.description.abstractThis 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.language.isoenen
dc.subjectEvidence-based managementen
dc.subjectHealth careen
dc.subjectPublic servicesen
dc.titleEvidence-based management: The very ideaen
dc.status.refereedYesen
dc.typeArticleen
dc.type.versionPublished versionen
dc.identifier.doihttps://doi.org/10.1111/j.1467-9299.2006.00001.x


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