Hi
Have you ever asked yourself these sorts of questions?
What actually is evidence-based management?
What does 'evidence' mean anyway?
What type of a literature review is a 'systematic review' and why should I care?
Why would evidence-based approaches lead to better management decisions?
How can systematic reviews bridge the research-practice gap?
Are organizations or managers in the least interested in evidence-based management or systematic reviews?
Why should and how could business schools get involved?
If you have ever asked yourself these questions you should definitely come and participate in our PDW (summary below). If you haven't ever asked yourself these questions please also do come and participate to find out why you might want to.
BRIDGING THE RESEARCH-PRACTICE GAP THOUGH EVIDENCE-BASED MANAGEMENT AND SYSTEMATIC REVIEW (Rob B. Briner, University of Bath & David Denyer, Cranfield University)
Friday, Aug 1 2014 12:30PM - 2:30PM at Pennsylvania Convention Center in Room 202 B (Program Session #: 109 | Submission: 15526)
Best wishes
Rob
Rob B Briner | Professor of Organizational Psychology | School of Management | University of Bath
Vice-Chair Academic Council | Center for Evidence-Based Management (www.cebma.org)
Summary of PDW
This PDW will explain how to use evidence-based management (EBMgt) and systematic review (SR) to bridge the research-practice gap. EBMgt involves making managerial decisions through a combination of critical thinking and the best available evidence from a range of sources including experiential, organizational and scientific evidence. SR methods start with a specific practice question and then search for, aggregate and critically appraise the best available scientific evidence. Hence, conducing SRs of management research evidence and using their findings are key to EBMgt. Both evidence-based practice and SRs have already been adopted in many areas of practice including medicine, social care, education, and policing and are emerging in management as essential tools for bridging the research-practice gap (see Briner, Denyer and Rousseau, 2009). This highly interactive PDW will first, using real cases, outline the process through which EBMgt and SRs shape management decision-making. Next, taking up the conference theme, The Power of Words, we will consider how words such as "proof", "evidence", "science", "information", "research", "evidence-based", "evidence-informed" are interpreted by managers, researchers and others and how different interpretations may be divisive and act as barriers to bridging the research-practice gap. The third part will focus on SR skills training drawing on our experiences of working with a wide range of trainees including consultants, managers, practitioners and postgraduate management students. Last, we will discuss how SR findings are used in the practice of EBMgt and also how the search for practice-relevant evidence helps identify important practice-based evidence gaps in our scientific knowledge.