Academy of Management Learning and Education最新文献_第6页

From the Editors—Why Reason, Why Now? 为什么是理性，为什么是现在?

Academy of Management Learning and Education Pub Date : 2020-10-26 DOI: 10.5465/amle.2020.0328

M. S. Thaning, M. Zundel, R. Holt, A. Contu, R. Vince

引用次数: 2

Becoming Indigenous—Governing Imaginaries in the Anthropocene, by David Chandler and Julian Reid 大卫·钱德勒和朱利安·里德的《在人类世中成为土著统治的幻想》

Academy of Management Learning and Education Pub Date : 2020-10-26 DOI: 10.5465/amle.2020.0298

Annika Skoglund

引用次数: 0

The Leviathan of Rationality: Using Film to Develop Creativity and Imagination in Management Learning and Education 理性的利维坦:利用电影在管理学习和教育中发展创造力和想象力

Academy of Management Learning and Education Pub Date : 2020-10-26 DOI: 10.5465/amle.2019.0197

D. O’Doherty

引用次数: 10

The Realist Rationality of Evidence-Based Management 循证管理的现实合理性

Academy of Management Learning and Education Pub Date : 2020-10-26 DOI: 10.5465/amle.2020.0050

D. Rousseau

{"title":"The Realist Rationality of Evidence-Based Management","authors":"D. Rousseau","doi":"10.5465/amle.2020.0050","DOIUrl":"https://doi.org/10.5465/amle.2020.0050","url":null,"abstract":"(1) Evidence-Based Management (EBM) pursues a pragmatic form of rationality I will call realist rationality. Realist rationality is informed by the science regarding the limits of human cognitive processes and biases inherent in organizational roles, which limit decision frames and attention to relevant information. Realist rationality recognizes the value of decision aids and routines in support ofmoremindful decisionmaking. At the same time, realist rationality recognizes the inherent uncertainty in human understanding and the tentative nature of knowledge. (2) EBMcomprises a family of principles, processes, and decision practices intended to enhance decision quality under realist conditions. It does so through formal education, skills training, adaptive practices, and decision aids that support effective use ofmultiple sources of evidence vetted for quality in organizational decisions. (3) The realist rationality EBM reflects is part of a liberation movement seeking to overcome the limits of selfor local interests and the preferences of the powerful to improve decision quality and broaden howdecisions are framed. It does so throughuse of evidence-based decision processes and supports, in line with the concerns and interests of a decision’s diverse stakeholders. Evidence-based management is organizational not managerialist. It focuses on organization-related decisions and the practitioners who contribute to them—from executives and entrepreneurs, coaches and consultants, workers and volunteers, to labor organizers and civil servants. With its organizational focus, EBM is sector-neutral, including forprofit, non-governmental and governmental organizations (cf., Center for Evidence-Based Management membership). To begin, evidence-based management is the conscientious use of multiple sources of evidence in organizational decisions (Barends & Rousseau, 2018). Part of the wider movement toward evidence-based practice in medicine and public policy, EBM is a family of approaches to organizational decisions that make use of four sources of evidence: scientific findings (particularly cumulative bodies of research), organizational information (such as data and contextual factors), practitioner judgment (including experiencebased knowledge), and stakeholder interests and concerns (such as effects on and perspectives of employees, clients, and constituents representing the broader environment). The evidence-based practice movement began as a response to theunderutilization of scientific evidence in medicine, particularly in medical school education, and its concomitant overreliance on tradition and authority. It has broadened to recognize the importance of other forms of evidence (see interview with Amanda Burls and Gordon Guyatt, the latter who coined the term “Evidencebased Medicine,” Barends & Briner, 2014). As is the case of the broader evidence-based practice movement, EBM is as much a teaching innovation as it is a source of new organizational practi","PeriodicalId":228757,"journal":{"name":"Academy of Management Learning and Education","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124846080","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 17

Remembrance of Earth’s Past: The Three-Body Trilogy, by Liu Cixin 《追忆地球的过去:三体三部曲》，刘慈欣

Academy of Management Learning and Education Pub Date : 2020-10-26 DOI: 10.5465/amle.2020.0311

N. Campbell

引用次数: 1

Unthought: The Power of the Cognitive Unconscious, by N. Katherine Hayles 《无意识:认知无意识的力量》，n·凯瑟琳·海尔斯著

Academy of Management Learning and Education Pub Date : 2020-10-26 DOI: 10.5465/amle.2020.0312

Sam Horner

引用次数: 0

Introduction To Exemplary Contributions 模范贡献简介

Academy of Management Learning and Education Pub Date : 2020-10-26 DOI: 10.5465/amle.2020.0327

Morton Thaning

引用次数: 0

CHALLENGING SOCIAL INEQUALITY IN THE GLOBAL SOUTH: CLASS, PRIVILEGE, AND CONSCIOUSNESS-RAISING THROUGH CRITICAL MANAGEMENT EDUCATION 挑战全球南方的社会不平等:通过批判管理教育提高阶级、特权和意识

Academy of Management Learning and Education Pub Date : 2020-10-12 DOI: 10.5465/amle.2019.0294

G. Zulfiqar, Ajnesh Prasad

引用次数: 36

Practices for Learning in Early Careers 早期职业生涯中的学习实践

Academy of Management Learning and Education Pub Date : 2020-10-12 DOI: 10.5465/amle.2019.0019

M. Loon

引用次数: 5

Negotiating a Sense of Fit in Elite Higher Education: Exploring the Identity Work of Widening Participation Students 协商精英高等教育的契合感:探索扩大参与学生的认同工作

Academy of Management Learning and Education Pub Date : 2020-09-29 DOI: 10.5465/AMLE.2019.0358

Dulini Fernando, Etlyn J Kenny

引用次数: 6