The broad purpose of this dissertation is to enhance the quality of managerial decisions through evidence-based management. Specifically, it raises three key questions: What is evidence? What are the attributes of knowledge that can facilitate informed decision making? How can such knowledge be generated? To answer these questions this thesis proposes a theory of evidence, suggesting that the strength of evidence is contingent upon its methodological fit, contextuality, transparency, replicability, and consensus. A model of evidence-based decision making is offered that explores how managers’ judgment, experience, and personal values along with the values of other stakeholders, contextual factors, and ethical constraints, may affect the decision process. Moreover, this thesis argues that in order to foster evidence-based management practice we need knowledge that is rigorous, relevant and actionable. To this end, a theory of actionability is proposed, and an empirical study is conducted to determine the attributes of actionable management knowledge. Based on the study, an actionability index is suggested. Evidence that is actionable requires sustainable collaborative effort to produce, curate and communicate. To accomplish that a theory of evidence-based collaboration is proposed. This theory conceives the collaboration as an independent organization that oversees the process of bringing rigour, relevance, and actionability together, and provides an interactive platform for producers, arbiters and users of management knowledge to communicate and collaborate. A template, guided by the theory of collaboration, is designed to produce systematic reviews that are useful for management practice. / Dissertation / Doctor of Philosophy (PhD)

Context: A relatively recent focus on evidence based management has been influenced strongly by evidence based medicine. Healthcare administrators are encouraged to utilize similar principles to optimize their decision making. There are no known studies that address whether or not and how evidence is used by healthcare administrators in decision making practice and process. Objectives: This study explores how evidence is conceptualized by public hospital executives and whether or not, and how, evidence is brought to bear on strategic decision making. Design: The study undertook a qualitative design, using a grounded theory approach. The focus was to uncover how evidence is conceptualized by decision makers, whether or not and how evidence as defined is brought to bear, and under what conditions and why evidence is brought to bear. The study included four public hospitals in the Greater Toronto Area, two academic health sciences centres and two community teaching hospitals. Hospital CEOs were asked to identify three strategic decisions (one clinical expansion, one partnership, and one decision on prioritizing quality improvement). Interviews were conducted with 19 healthcare leaders and decision makers, and content analysis was undertaken for 64 supporting documents. Results: Strategic decision makers in this study bring an amalgam of evidence to bear on strategic decisions. Evidence comes from sources internal and external to the organization, and includes a series of types of evidence ranging from published research to local business evidence. The reasons for bringing evidence to bear are highly intertwined. Evidence was sought, developed, and brought to bear on decisions in a formalized manner, and was used in concert with conditions internal and externalto the organization, and informed by the decision maker characteristics. Conclusion: Evidence plays a prominent role in strategic decision making. Strategic decisions were supported by processes requiring evidence to be brought to bear.

Context: A relatively recent focus on evidence based management has been influenced strongly by evidence based medicine. Healthcare administrators are encouraged to utilize similar principles to optimize their decision making. There are no known studies that address whether or not and how evidence is used by healthcare administrators in decision making practice and process. Objectives: This study explores how evidence is conceptualized by public hospital executives and whether or not, and how, evidence is brought to bear on strategic decision making. Design: The study undertook a qualitative design, using a grounded theory approach. The focus was to uncover how evidence is conceptualized by decision makers, whether or not and how evidence as defined is brought to bear, and under what conditions and why evidence is brought to bear. The study included four public hospitals in the Greater Toronto Area, two academic health sciences centres and two community teaching hospitals. Hospital CEOs were asked to identify three strategic decisions (one clinical expansion, one partnership, and one decision on prioritizing quality improvement). Interviews were conducted with 19 healthcare leaders and decision makers, and content analysis was undertaken for 64 supporting documents. Results: Strategic decision makers in this study bring an amalgam of evidence to bear on strategic decisions. Evidence comes from sources internal and external to the organization, and includes a series of types of evidence ranging from published research to local business evidence. The reasons for bringing evidence to bear are highly intertwined. Evidence was sought, developed, and brought to bear on decisions in a formalized manner, and was used in concert with conditions internal and externalto the organization, and informed by the decision maker characteristics. Conclusion: Evidence plays a prominent role in strategic decision making. Strategic decisions were supported by processes requiring evidence to be brought to bear.

No / 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.

No / This commentary explores the role of evidence-based management for evidence-based decision-making legitimacy in mental health nursing.

Percy Barnevik is one example of a renowned leader publishing a book, “Leadership- 200 advice”, on his experiences as a manager. The overall quantity of this so called Guru Literature on the market demonstrate that it exist a great interest in advice from business leaders but further raise a question of soundness of the advice. The aim with the thesis is to generate a picture of how well Guru Theory in general and Percy Barnevik specifically is connected to management research and practice. What constitute evidence is often debated within the management research field and scholars mean that one cannot assume a fact without any evidence created from research. This leads to a discussion about rigor and relevance and how management research should be designed to create a rigorous study, without overshadowing its practical relevance to the operating business. To answer the research question, interviews were executed with complementary questionnaires. In order to create a picture of what kind of anchoring Barnevik’s advice have in management theory a literature review was conducted. It is possible to see that the majority of the practitioners compared to research have a different level of cohesiveness with Barnevik regarding the studied advice. Practitioners, tend to a high level agree with Barnevik although management research stand for a more hesitant approach. Our conclusions are that management researchers should consider Guru Theory to a greater extent rather than discard it. This we believe could generate relevant research contributions to practitioners and add rigor to an unscientific field of theories

Denna kvalitativa studie genomfördes för att undersöka vilken roll utvärdering av belöningssystem har i företag verksamma i Sverige. Studien utgår från teorin Evidence- Based Practice och dess underkategorier som specifikt behandlar belöningssystem. Dessa teorier applicerades på data inhämtad från intervjuer med personer ansvariga för belöningssystem på olika företag. I studien framkom, i likhet med de få tidigare studier som genomförts inom området, att utvärdering av belöningssystem inte har någon central roll hos de undersökta företagen. Anledningen till denna undanskymda roll anses dock inte vara en misstro mot behovet av det. Istället framkom att en starkt bidragande orsak till det restriktiva utförandet av utvärdering är att området anses komplext med stora problem relaterade till att identifiera lämpliga metoder för det praktiska utförandet.

ABSTRACT The Impact and Implementation of Learning Intervention on Management and Organizational Practice in a Non-Profit Setting BY Keisha Liggett - Nichols 2013 Committee Chair: Ram Sriram, PhD Major Academic Unit: Business Administration The intent of this research is to explore the concepts of organizational learning as it relates to “double loop” learning. Specifically, this research will test the concepts of double loop theory proposed by Argyris, (1976) in a seminal piece, and the paradigm of Evidence-based management (EBM) in the context of a non-profit organization. The paper will review the transition from a single loop learning organization to a double loop learning organization utilizing EBM as a learning intervention for change. The non-profit organization used in this research is significant as it is a monitoring agency; an intermediary between Public Administration, counties, and private agencies. The paper will demonstrate through a single case study the limitations of single loop learning, and how interventions or processes that lead to organizational learning could facilitate transitioning to a double loop learning organization. The study expects to contribute to the literature by highlighting the value of double loop learning and the use of EBM as a learning intervention mechanism. This study will also underscore how double loop learning and EBM can add value to organizational processes.

Since 1939, Taiwan industry has started from the components processing to research and development of all kind of equipment. From purely labor work stepped into design of sophisticated equipment. But, still, we were late from the beginning, it makes us far behind to European country, the United States and Japan. Besides that, the domestic market is too small to afford us some heavy industrial world-class brands. As to Taiwan's industrial development, our Government played a very crucial role. We can learn the fruitful results of government¡¦s efforts in Technology development and key industries supporting. Nevertheless, it pays few attentions to the specialized Electro-hydraulic system market, such as to defense industrial application and heavy industrial application, which is relatively small. The reality is, though it is small market, it contributes big to national power. This industry been forgotten, its segmentation differs greatly from the popular industry, its product is most differentiation. The industry itself, varies always , it supposes to be a ¡§Blue Sea¡¨, yet it competes horribly as bloody ¡§Red Sea¡¨. Being in this area for 15 years, S company has to re-check their position, fore-see the obstacles in front to be well-prepared for the future. This study follow the essence of Evidence-based Management, use the theory and practice of learning history and action research, to conduct interviews, summarized and analyzed. Interviews did not follow the planning at the design, and some amendment had been made to the research arrangement. But, contribute organization to discuss which did not want to discuss, dared not discuss and cannot subject for discussion. Have them try to face which factors supposed uncontrollable, cannot control the, and find executable solutions. Those stakeholders, potential competitors and customers, we expect this study can remind them to have Evidence-based Management attitude, find out the truths, wiped off the rooted myth. This study found the key successful factors of specialized Electro-hydraulic system classified to internal and external one. To organization, internal factors can be controlled, and treated by mid- and/or short-term means, external factors can¡¦t be controlled, can only treated by long-term means. This study submits three major proposition to the individual role for reference. Proposition 1, The more customized production enterprises, the more conflict between standardization and differentiation, or so-called flexibility, need to compromise. Proposition 2: Find out why make competition less, is the main reason for it, your limit or your advantage. Proposition 3: Set vendors an Eligibility standards subject to protect all stakeholders, only that it is not easy

ABSTRACT The Impact and Implementation of Learning Intervention on Management and Organizational Practice in a Non-Profit Setting BY Keisha Liggett - Nichols 2013 Committee Chair: Ram Sriram, PhD Major Academic Unit: Business Administration The intent of this research is to explore the concepts of organizational learning as it relates to “double loop” learning. Specifically, this research will test the concepts of double loop theory proposed by Argyris, (1976) in a seminal piece, and the paradigm of Evidence-based management (EBM) in the context of a non-profit organization. The paper will review the transition from a single loop learning organization to a double loop learning organization utilizing EBM as a learning intervention for change. The non-profit organization used in this research is significant as it is a monitoring agency; an intermediary between Public Administration, counties, and private agencies. The paper will demonstrate through a single case study the limitations of single loop learning, and how interventions or processes that lead to organizational learning could facilitate transitioning to a double loop learning organization. The study expects to contribute to the literature by highlighting the value of double loop learning and the use of EBM as a learning intervention mechanism. This study will also underscore how double loop learning and EBM can add value to organizational processes.