Research & Practice
Research: Articles
Academy of Management Journal editors' forum on the research-practice
gap in human resource management. Academy of Management Journal, 50:5, October 2007. [full-text of this
issue is available to subscribers to
EBSCO's Business Source Complete]
The forum includes ten short articles on the topic: why doesn't human
resource management use evidence?
- Editor's Foreword: tackling the "great divide" between research
production and dissemination in human resource management. pp.
985-986 [full-text in
Business Source Complete]
- Rynes, Sara L., Tamara L. Giluk, & Kenneth G. Brown. The very
separate worlds of academic and practitioner periodicals in human
resource management: implications for evidence-based management. pp.
987-1008 [full-text in
Business Source Complete]
- Cascio, Wayne F. Evidence-based management and the marketplace
for ideas. pp. 1009-1012 [full-text in
Business Source Complete]
- Cohen, Debra J. The very separate worlds of academic and
practitioner publications in human resource management: reasons for
the divide and concrete solutions for bridging the gap. pp.
1013-1019 [full-text in
Business Source Complete]
- Guest, David E. Don't shoot the messenger: a wake-up call for
academics. pp. 1020-1026 [full-text in
Business Source Complete]
- Latham, Gary P. A speculative perspective on the transfer of
behavioral science findings to the workplace: "The times they are a-changin'".
pp. 1027-1032 [full-text in
Business Source Complete]
- Lawler III, Edward E. Why HR practices are not evidence-based.
pp. 1033-1036 [full-text in
Business Source Complete]
- Rousseau, Denise M. A sticky, leveraging, and scalable strategy
for high-quality connections between organizational practice and
science. pp. 1037-1042 [full-text in
Business Source Complete]
- Saari, Lise. Bridging the worlds. pp. 1043-1045. [full-text in
Business Source Complete]
- Rynes, Sara. Let's create a tipping point: what academics and
practitioners can do, alone and together. pp. 1046-1054 [full-text
in
Business Source Complete]
Armstrong, J. Scott. Findings from Evidence-Based Forecasting: Methods
for Reducing. International Journal of Forecasting, 22:3, 2006, pp.
583-598 [full-text available to subscribers to Elsevier's
ScienceDirect]
Banerjee, Abhijit Vinayak.
Making Aid Work: How to Fight Global Poverty - Effectively.
Boston Review, July/August 2006.
Briner, Rob B. Is
HRM evidence-based and does it matter? 
IES Opinion, April 2007.
Cowen, Amanda, Boris Groysberg, & Paul Healy. Which Types of
Analyst Firms Are More Optimistic? Journal of Accounting &
Economics, 41:1-2, April 2006, pp. 119-146 [full-text available to subscribers to Elsevier's
ScienceDirect]
Denyer, David.
Evidence-informed Management [slides ].
Presented at the 2007 Evidence-Based Management Conference at Carnegie
Mellon University.
Dixon-Woods, Mary, Shona Agarwal, Bridget Young, David Jones, &
Alex Sutton.
Integrative Approaches to Qualitative and Quantitative Evidence.
Health Development Agency (HDA), 2004
Dvorak, Phred. Why Management Trends Quickly Fade Away... Wall Street Journal,
June 26, 2006
Evidence-Based
Management. FCW.com's Culture & Context [blog]. June 16, 2006
Evidence-Based
Management .
United Nations Online Network in Public Administration and Finance.
[A PowerPoint Slide presentation based on the article by Pfeffer and Sutton in Harvard
Business Review, January 2006, pp. 63-74
Evidence-Based
Management and the Doing-Knowing Problem. Strategy Central [blog].
June 25, 2006
Gray, Bradford H., Michael K. Gusmano, & Sara R. Collins.
AHCPR
and the Changing Politics Of Health Services Research: Lessons from the
Falling and Rising Political Fortunes of the
Nation’s Leading Health Services Research Agency. Health
Services Research: AHCPR Politics, June 25, 2003
"It is a nice story about how difficult it has been to get
research done on the 'system' of health care, rather than on specific
diseases" (Jeffrey Pfeffer)
HSE Contract Research Report 356/2001:
A critical review of psychosocial hazard measures .
Prepared by The Institute for Employment Studies for the Health and
Safety Executive, 2001.
HSE Research Report 024:
Review of existing supporting scientific knowledge to underpin standards
of good practice for key work-related stressors- Phase 1
[slides
 ].
Prepared by The Institute for Employment Studies for the Health and
Safety Executive, 2002
Hymowitz, Carol. Executives
Must Stop Jumping Fad to Fad And Learn to Manage. Wall Street
Journal, May 15, 2006
Kearns, Paul.
Defining
and measuring the value of leadership .
The original version of this article was published by the Leadership
Trust in 2005 (www.leadership.org.uk)
in “Leadership under the microscope” for their 8th annual
conference at which Kearns delivered a keynote speech entitled “Real
Leaders Get Real Results”.
Leslie, Keith, Mark A. Loch, & William Schaninger. Managing
your organization by the evidence. The McKinsey Quarterly,
no. 3, 2006 [requires free registration]
Madden, Bartley J.
Applying a Systems Mindset to Stock Valuation .
Working Paper, Revised on July 16, 2008 [also available at
SSRN] 
Madden, Bartley J.
Guidepost to Wealth Creation: Value-Relevant Track Records .
Journal of Applied Finance, Fall/Winter 2007
Management
"Science" and the PMBOK. Project: Project Management
Theories, Techniques and Tools [blog]. January 16, 2006
Outcomes
Evidence & Monitoring Discussion Papers .
OEM Project - Second Kete January 2007. "The Outcomes Evidence and
Monitoring project team is leading the work on six actions from Better
Outcomes For Children. We want to ensure that this work progresses
guided by the thinking of staff at all levels of the organisation and by
key stakeholders. In this kete we share our first thinking and seek your
input to the development of both the evidence policy, and the selection
of key national indicators."
Pfeffer, Jeffrey.
Evidence of
Profit .
Human Resource Executive, July 2006
"Conference speaker claims better decision-making can boost the
bottom line when those decisions are tied to evidence-based
management." This article consists of excerpts from Pfeffer and
Sutton's book: Hard Facts, Dangerous Half-Truths and Total
Nonsense: Profiting from Evidence-Based Management.
Pfeffer, Jeffrey. Jeffrey Pfeffer über Evidenzbasiertes Management
und OE: Ein Gespräch via E-Mail [in German and English] (copy
edit version ). In press:
OrganisationsEntwicklung, Issue 1, 2008
Pfeffer, Jeffrey.
Think Harder; Do Different
 . The Krow Show with Paul McLoughlin, October 17,
2007
Pfeffer, Jeffrey & Robert I. Sutton.
Act
on Facts, Not Faith. Stanford Social Innovation Review,
Spring 2006
Pfeffer, Jeffrey & Robert I. Sutton. Benchmarking:
Dangerous Half Truths .
CriticalEYE REVIEW: The Journal of Europe’s Centre
for Business Leaders, issue 15, 2006
Pfeffer, Jeffrey & Robert I. Sutton. Demanding Proof. Industrial
Engineer, 38:6, June 2006 [full-text available to subscribers
to ABI/INFORM
or EBSCO's
Business Source Complete database]
Abstract: Engineering is well positioned to be one of the
primary leaders for an evidence-based movement. The modern
evidence-based medicine movement was founded by David Sackett, and his
colleagues at McMaster University in Canada. Studies suggest that physicians trained in evidence-based
techniques are better informed than their peers even 15 years after
graduating from medical school. Leaders and organizations that practice
evidence-based management follow three basic guidelines: 1. They put
aside beliefs, ideologies, conventional wisdom, and dangerous
half-truths about organizations and management. Instead, they seek,
face, and act on the facts. 2. They are committed to gathering the facts
and information required to make more informed and smarter decisions. 3.
They adopt an attitude of wisdom, which permits them to act on what they
know even as they use the results of their actions to learn new things
and update future actions.
Pfeffer, Jeffrey & Robert I. Sutton. Evidence-based
Management. Harvard
Business Review, 84:1, January 2006 [full-text available to
subscribers to EBSCO's Business Source Complete database]
Abstract: The article discusses
evidence-based management and creating effective medical organizations.
The same care that teaching hospitals take to implement evidence-based
medicine should be used to implement evidence-based management. An
example of evidence-based management is provided by a discussion of Kent Thiry's turnaround efforts at Da Vita dialysis centers, which are
headquartered in California. An example is given showing the
decision-making process used at Oxford's Centre for Evidence-Based
Medicine, which employs the first step of defining the situation in the
form of an answerable question.
Pfeffer, Jeffrey & Robert I. Sutton.
A matter
of fact .
First published in People Management, September 28, 2006
Pfeffer, Jeffrey & Robert I. Sutton. The
pitfalls of imitating 'best practices'. Canadian HR Reporter, 19:7,
April 10, 2006 [full-text available to subscribers to ABI/INFORM
database]
Abstract: There are many problems with seeking to copy
"best practices" that ought to give pause to anyone thinking
this is the path to success. The first, and possibly most serious
problem, is that a lot of "best practices" are based on
success stories and anecdotal evidence rather than the best evidence. In
medicine, there is a growing evidence-based medicine movement.
This same sort of evidence-based movement needs to be embraced in HR and
in management. Evidence-based management is pretty much the opposite of
benchmarking and seeking out best practices from others that seems to
characterize so much of contemporary HR management.
Pfeffer, Jeffrey & Robert I. Sutton. Profiting
from evidence-based management. Strategy & Leadership, 34:2, 2006 [full-text available to
subscribers to ABI/INFORM database]
Abstract: Evidence-based management is not just a list of
techniques that you can memorize, mimic, and install. It is a
perspective for traveling through organizational life, a way of thinking
about what you and your company know and what you do not know, what is
working and is not, and what to try next. Here are seven implementation principles to
help people and companies that are committed to doing what it takes to
profit from evidence-based management: 1. Treat your organization as an
unfinished prototype. 2. Don't brag, just use the facts. 3. See yourself
and your organization as outsiders do. 4. Evidence-based management is
not just for senior executives. 5. Like everything else, you still need
to sell it. 6. If all else fails, slow the spread of bad practices. 7.
The best diagnostic question is what happens when people fail.
Pfeffer, Jeffrey & Robert I. Sutton. The
Real Brain Teaser. People Management, 12:8, April 20,
2006. [full-text available to subscribers to ABI/INFORM database]
Abstract: The most fundamental assumption we have is that
talent is a reasonably fixed characteristic and it is therefore the job
of companies and their HR staff to identify, recruit and retain these
high potentials: "A" players, stars, or whatever else they are
called. The same belief continues in what we do in our
workplaces, beginning with hiring for skills and abilities rather than
aptitude and attitude, and continuing through investments in career
development, which mostly get lavished on those who have been selected
to reach higher-level positions, while front-line employees and people
with less perceived potential are largely ignored. This idea, that
talent is a fixed, identifiable characteristic and that those firms with
best people do the best is both partly wrong - a dangerous half-truth -
and harmful to people and companies.
Pfeffer, Jeffrey & Robert I. Sutton. Sometimes Less Is More. Leadership
Excellence, 23:3, March 2006 [full-text available to subscribers to ABI/INFORM
database]
Pfeffer, Jeffrey & Robert I. Sutton.
Three Myths of Management.
HBS Working Knowledge, March 27, 2006
Pfeffer, Jeffrey & Robert I. Sutton. Why
Managing by Facts Works. Strategy + Business, June 29, 2006
Pritchard, Robert D., Melissa M. Harrell, Deborah DiazGranados, &
Melissa J. Guzman. The Productivity Measurement and Enhancement System: A
Meta-Analysis [manuscript ].
In press, Journal of Applied Psychology.
Lipshitz, Raanan. Paradigms
and Mindfulness in Decision Making: Why the Israel Defense Force (I.D.F.)
failed in the Second Lebanon War .
October 2007
"An amazing article by an Israeli professor that has
some fascinating material on how things went so wrong for the Israeli army in
its recent struggles in Lebanon. The article highlights the importance of
assumptions, mental models, and mind sets as crucial to making better and
better informed decisions." (Jeff Pfeffer)
Rousseau, Denise M. Is There Such a Thing as
"Evidence-Based
Management"?
Academy of Management Review, 31:2, April 2006, pp.
256-269
Rousseau, Denise M. & Sharon McCarthy.
Educating Managers from an
Evidence-Based Perspective.
Academy of Management Learning & Education, 6:1, March 2007,
pp. 84-101
[full-text available to subscribers to
EBSCO's Business Source Complete
database]
Rousseau, Denise M., Joshua Manning, & David Denyer.
Evidence in Management and Organizational Science: Assembling the
Field’s Full Weight of Scientific Knowledge Through Syntheses .
Prepared for the Annals of the Academy of Management, v. 2 (Rev.
Draft)
Signs
of the emerging knowledge economy: Part Four. Eclectic Bill [blog].
June 28, 2006
Schmidt, Frank L. & John E. Hunter. The Validity and Utility of
Selection Methods in Personnel Psychology: Practical and Theoretical
Implications of 85 Years of Research Findings. Psychological Bulletin,
124:2, September 1998, pp. 262-274 [full-text available to subscribers to
CSA
PsycARTICLES database]
Shortell, Stephen M., Thomas G. Rundall, & John Hsu.
Improving Patient
Care by Linking Evidence-Based Medicine and Evidence Based Management .
[forthcoming in JAMA]
Sortino, Frank, Mark Kordonsky, & Hal Forsey. Evidenced - Based Portfolio Management .
A working paper. 2006.
Tilley, Nick. Realistic
Evaluation: An Overview
.
Presented at the Founding Conference of the Danish Evaluation Society,
September 2000
"a newly uncovered, very interesting and relevant, article about
evaluating interventions, with particular relevance to social policy
in general and criminology in particular." (Jeff Pfeffer)
When Fashion Is Fleeting: Transitory Collective Beliefs and The Dynamics
of TQM Consulting. Academy of Management Journal, April 2006,
49:2, pp. 215-233 [full-text available to subscribers to
ABI/INFORM database]
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