Controlling & Management Review

, Volume 60, Issue 1, pp 14–21 | Cite as

How to Engage an Organization in Evidence-Based Practice

  • Richard PuytEmail author
  • Maxime Loose
Schwerpunkt Road Map

Introducing new methods in existing organizations is a challenging task. Having introduced evidence-based practice in their organizations, the authors found that steps recommended for individuals can also serve as a road map for organizations. They share their experience of how specific challenges can be met.

In director Guy Ritchie’s movie adaptation of “Sherlock Holmes”, the famous detective exclaims to his friend Watson, “It’s a matter of professional integrity. No girl wants to marry a doctor who can’t tell if a man is dead or not”. This sentiment captures the essence of why we think, with Denise Rousseau (2006), that evidence-based practice is part of the zeitgeist moving professional decisions away from personal preference and unsystematic experience toward those based on the best available evidence. Much of our discussion here is based on our own experience of introducing evidence-based practice in organizations. This includes issues like improving the quality of decision...


Control Department Professional Integrity Myers Briggs Type Indicator Professional Decision Business Source Premier 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. Barends, E./ Rousseau, D. M./ Briner, R. B. (2014): Evidence-Based Management: The Basic Principles, Amsterdam, (retrieved on 22.10.2015).Google Scholar
  2. Briner, R. (2007): Tried and Attested, People Management, (retrieved on 24.11.2015).Google Scholar
  3. Briner, R. B/ Denyer, D./ Rousseau D. M. (2009): Evidence-Based Management: Concept Cleanup Time?, in: Academy of Management Perspectives, pp. 19–32.Google Scholar
  4. Cicero, M. T. (106-43 BC.): Marcus Tulius Cicero, Proverbia, (retrieved on 05.11.2015).
  5. Maslow, A. H. (1943): A Theory of Human Motivation, in: Psychological Review, Volume 50 (4), pp. 370–396.CrossRefGoogle Scholar
  6. Mintzberg, H. (2005): Henry Mintzberg on Decision Making, (retrieved on 19.11.2015).Google Scholar
  7. Rousseau, D. M. (2006): 2005 Presidential Address: Is There Such a Thing as Evidence-Based Management?, in: Academy of Management Review, Volume 31 (2), pp. 256–269.CrossRefGoogle Scholar
  8. Rousseau, D. M./ Barends, E. G. R. (2011): Becoming an Evidence-Based HR Practitioner, in: Human Resource Management Journal, Volume 21 (3), pp. 221–235.CrossRefGoogle Scholar
  9. Rynes, S. L./ Colbert, A. E./ Brown, K. G. (2002): HR Professionals’ Believes about Effective Human Resources Practices: Correspondence between Research and Practice, in: Human Resource Management, Volume 41 (2), pp. 149–174.CrossRefGoogle Scholar
  10. Vermeren, P. (2009): De HR ballon doorprikt, Antwerpen.Google Scholar
  11. Weick, K. E. (1979): Social Psychology of Organizations, Michigan.Google Scholar

Copyright information

© Springer Fachmedien Wiesbaden 2016

Authors and Affiliations

  1. 1.Amsterdam University of Applied SciencesAmsterdamNetherlands
  2. 2.lemish GovernmentBrusselsBelgium

Personalised recommendations