Rethinking Evidence-Based Management

Evidence-based management (EBMgt) is a relatively recent approach to management, developed by Denise Rousseau in a series of articles and in a book that she co-authored with Eric Barends (Barends & Rousseau 2018). It is based on the idea that good-quality management decisions require both critical thinking and use of the best available evidence. In this paper we want to contribute to the scholarship on evidence-based management by showing how its central concept - evidence - can and should be defined more strictly. Barends and Rousseau define evidence as a two-place relation between information and a claim that is at stake. Starting from insights from the methodology of the social sciences we argue that evidence is a three-place relation between a method, information and a claim. We offer a guiding principle for adequately characterising what counts as evidence (the inclusion of a procedural component which describes how the information should be collected and reported) and apply it to Barends and Rousseau's concepts of (i) evidence from practitioners, (ii) evidence from the organization and (iii) evidence from stakeholders. We think that by treating evidence as a three-place relation we can develop an improved account (which we call EBMgt+) of what evidence-based management can and should be.