An Archaeological Critique of ‘Evidence‐Based Management’: One Digression after Another

15 Pages Posted: 15 Jul 2015

See all articles by Kevin Morrell

Kevin Morrell

University of Warwick - Warwick Business School

Mark Learmonth

Durham University

Loizos Heracleous

University of Warwick - Warwick Business School

Date Written: July 2015

Abstract

Fundamental problems remain with evidence‐based management. We argue that, rather than being addressed, these problems are treated as digressions. One explanation for this is an ongoing incoherence: the evidence‐based approach relegates narrative to a ghetto category of knowledge, but it is itself a narrative. Moreover, while this narrative is becoming more polished through repetition and selective assimilation of critique, it is also becoming simplified and less interesting. A Foucauldian, archaeological analysis accounts for this development by locating evidence‐based management in a broader historical context. This analysis shows how the roots of incoherence can be informed by older exchanges between evidence and narrative.

Suggested Citation

Morrell, Kevin and Learmonth, Mark and Heracleous, Loizos, An Archaeological Critique of ‘Evidence‐Based Management’: One Digression after Another (July 2015). British Journal of Management, Vol. 26, Issue 3, pp. 529-543, 2015. Available at SSRN: https://ssrn.com/abstract=2630834 or http://dx.doi.org/10.1111/1467-8551.12109

Kevin Morrell (Contact Author)

University of Warwick - Warwick Business School ( email )

Coventry CV4 7AL
United Kingdom

Mark Learmonth

Durham University ( email )

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Loizos Heracleous

University of Warwick - Warwick Business School

Coventry CV4 7AL
United Kingdom

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