Evidence‐Based Management Competency Model for Managers in Hospital Settings

Abstract

Evidence-based management (EBMgt), which refers to using the best-quality evidence from different sources in decision-making, is becoming an imperative for managers in both profit and non-profit sectors. Yet, the competencies underlying EBMgt have not yet received much attention. Therefore, the aim of this study is to identify the foundational and functional competencies of evidence-driven managers working in hospital settings and develop an empirically based competency model for evidence-driven managers. We collected qualitative data using semi-structured interviews and the critical incident technique from 36 executive managers from 11 hospitals in Lebanon about the competencies of managers who use EBMgt when approaching problems and making decisions. Using inductive coding, we identified 13 competencies that we grouped into four dimensions: technical, cognitive, interpersonal and intrapersonal. We further classified the specific competencies underlying each of the dimensions into foundational and functional, and highlighted those that are critical for the practice of EBMgt in hospital settings, including open mindedness, research knowledge and skills, ethicality in research, resourcefulness and relationship management.

A framework of evidence-based decision-making in health system management: a best-fit framework synthesis

“…The present findings showed that in the fourth main step, “evidence acquisition and integration”, the most important sub-step was “finding the sources for seeking the evidence” [ 39 – 41 , 60 , 62 , 63 ]. Concerning the sources for the use of evidence in decision-making in HSM, studies have cited numerous sources, most notably scientific and specialized evidence such as research, articles, academic reports, published texts, books, and clinical guidelines [ 39 , 64 , 65 ].…”

“…Considering the third step and based on the knowledge extracted from the previous studies, the three sub-steps of “understanding context and Building Culture” [ 56 , 57 ], “gaining the support and commitment of leaders” [ 39 , 57 , 58 ], and “identifying the capabilities required by employees and their skills weaknesses” [ 58 – 60 ] were the most important sub-steps in this step of EBDM framework. In this regard, Dobrow (2004) has also stated that the two essential components of any EBDM are the evidence and context of its use [ 32 ].…”

“…The third scope consisted of the seventh and eighth steps of the EBDM process in HSM. In the seventh step, “developing evidence-based alternatives”, the issue of involving stakeholders in decision-making and subsequently, planning to design and implementation of the process and evaluation strategies had been focused by the previous studies [ 58 , 60 , 62 , 63 , 73 ]. Studies by Belay (2009) and Armstrong (2014) had also emphasized the need to use stakeholder and public opinion as well as local and demographic data in decision-making [ 49 , 67 ].…”

What’s not to like about evidence-based management: a hyper-rational fad?

“…As one journal stated not very modestly, “change the world: teach evidence-based practice!” (Rynes et al , 2014). In a 2020 publication, Daouk-Oyry and colleagues say “EBMgt which refers to using the best‐quality evidence from different sources in decision‐making, is becoming an imperative for managers in both profit and non‐profit sectors” (Daouk-Oyry et al , 2020, p. 1). The website of the Academy of Management in May 2021 announces a new subpage called Academy of Management Insights, “bringing the best management research to business and society worldwide.…”

An Examination of the Factors Associated With Implementation of Evidence‐Based Management Practices for Improving Nurse Work Environments

“…Evidence‐based management (EBM) is defined as using the best available evidence for management decision‐making (Daouk‐Öyry, Sahakian, & Vijver, 2020). EBM has been associated with higher quality of care for acute myocardial infarction, congestive heart failure, and pneumonia (Tsai et al, 2015).…”