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Several governments in Canada have made commitments to adopting evidence-based policy development. Several obstacles to the adoption of this approach have been identified in the policy literature. However, this literature has lacked an economic perspective. This is unfortunate, since economics has produced the most fully developed normative theory of government policy in the social sciences and humanities. The main elements of this theory are the theory of market failure and the theory of non-market failure, and the integration of those two elements in what Charles Wolf called implementation analysis. The Austrian economics tradition also offers the implications of what is often called Hayek’s knowledge problem and the lessons learned from the economic calculation debate as contributions to the understanding of the challenges facing the application of evidence-based policy. The authors propose adding four economic elements to the current model of evidence-based policy development: (1) providing sufficient and convincing evidence that a market failure has occurred; (2) providing sufficient and convincing evidence that a non-market failure is unlikely to occur or if it does occur the damages from the non-market failure will be less serious than the harm resulting from the market failure; (3) an appreciation of the distributed and conflicted character of social knowledge; and (4) the technical challenges involved in constructing a social preference order. The authors illustrate the application of the economic approach to evidence-based policy with an example from rural land use policy in Ontario.

This article critically analyses the concept of evidence in evidence‐based policy, arguing that there is a key problem: there is no existing practicable theory of evidence, one which is philosophically‐grounded and yet applicable for evidence‐based policy. The article critically considers both philosophical accounts of evidence and practical treatments of evidence in evidence‐based policy. It argues that both fail in different ways to provide a theory of evidence that is adequate for evidence‐based policy. The article contributes to the debate about how evidence can and should be used to reduce contingency in science and in policy based on science.

Ambiguities in the term ‘evidence‐based practice’ (EBP) are often used to hide some of the tensions within the idea itself. This article seeks to clarify what EBP means and how evidence and knowledge can contribute to the development of children's services. It acknowledges the ‘implementation gap’ between evidence‐based practice and evidence‐based practitioners, and discusses two contrasting perspectives on the problem and its solution. For ‘disseminators’ the primary issue is better translation of findings into practice, illustrated here by the work of the National Institute of Health and Clinical Excellence (NICE). ‘Revisionists’ look beyond obstacles and drivers to implementation and instead advocate looking again at the relationship between research and practice and propose a number of radical proposals for how this relationship can be re‐envisioned.

The purpose of this paper is to integrate existing body of knowledge on evidence‐based management, develop a theory of evidence, and propose a model of evidence‐based decision making.

Following a literature review, the paper takes a conceptual approach toward developing a theory of evidence and a process model of decision making. Formal research propositions amplify both theory and model.

The paper suggests that decision making is at the heart of management practice. It underscores the importance of both research and experiential evidence for making professionally sound managerial decisions. It argues that the strength of evidence is a function of its rigor and relevance manifested by methodological fit, relevance to the context, transparency of its findings, replicability of the evidence, and the degree of consensus within the decision community. A multi‐stage mixed level model of evidence‐based decision making is proposed with suggestions for future research.

An explicit, formal, and systematic collaboration at the global level among the producers of evidence and its users akin to the Cochrane Collaboration will ensure sound evidence, contribute to decision quality, and enable professionalization of management practice.

The unique value contribution of this paper comes from a critical review of the evidence‐based management literature, the articulation of a formal theory of evidence, and the development of a model for decision making driven by the theory of evidence.

The demand for evidence‐based health practices has created a cultural challenge for Indigenous people around the world. This paper reports on the history and evolution of evidence‐based care into its mainstream status within the behavioural health field. Through the leadership of an Alaska Native tribal organisation, an international forum was convened to address the challenges of evidence‐based practice for Indigenous people. Forum participants developed a model for gathering evidence that integrates rigorous research with Indigenous knowledge and values. The model facilitates development of practices and programmes that are culturally congruent for Indigenous people, accepted and validated by the research community, and deemed supportable by private and governmental sponsors.

The rise of evidence‐based medicine and more recently evidence‐based policy reflect the increasing importance of evidence as a basis for the organisation and delivery of health care. Evidence‐based practice is central to the “modernisation” of health care in current UK policy. The latest manifestation of this process is the emergence of evidence‐based management in health care. This paper examines the development of evidence‐based approaches in health care and questions the appropriateness of such an approach to management. The problems inherent in applying the principles of EBP to management are explored and alternative apporoach based on the notion of craft is suggesteed as more practical and realistic.

The purpose of this article is to explore the understanding and interpretation of evidence‐based practice among Sure Start centre managers.

Semi‐structured interviews were carried out with Children's Centre managers from one London borough.

The interviews highlighted the varied and, for some limited, view of evidence‐based practice. For many managers their understanding was confined to evidence generated locally rather than perceiving a role for externally‐generated evidence to support effective practice. Managers also highlighted the constraints they face in taking what some perceive to be an evidence‐based approach.

Although Sure Start Children's Centres are one of the main sites for delivering evidence‐based interventions to improve outcomes for young children and families in the UK, and despite Government announcements promoting the use of evidence‐based practice in these settings, little is known about the knowledge and interpretation of managers on this issue or the difficulties of translating ideas into practice on the ground. Thus, there is a danger that some of the potential benefits of evidence‐based practice may be lost if this disconnect between policy and practice is not addressed.

This conceptual paper aims to propose the evidence-based benchmarking model that bridges standard benchmarking practices with evidence-based management (EBMgt) principles and lessens tensions between two opposite views of benchmarking as a useful management tool vs a management hype and fashion.

This conceptual paper is based on the critical reasoning, analysis and integration of so far largely separated research fields of benchmarking and EBMgt. The author employs a method of conceptual model building to identify connections between standard benchmarking model and EBMgt practices and to explain how a sequence of benchmarking events supplemented by EBMgt principles might lead to more reliable managerial decision-making.

The author argues that although there are no common benchmarking procedures, it is possible to identify a standard benchmarking model that resonates in most contemporary benchmarking procedures and consists of four main phases: plan, do, check and act (PDCA). The author integrated this standard model with EBMgt practices of searching for evidence in four sources of information and a six-step critical thinking process to put forward the model of evidence-based benchmarking.

The proposed model is a novel, comprehensive framework that puts together so far incompatible practices of benchmarking and EBMgt. The model clears up existing conceptual confusions around “casual” benchmarking and advances contemporary understanding of benchmarking practices. The model of evidence-based benchmarking might act as a practical, heuristic tool improving the quality of the managerial decisions and thus positively influencing the bottom line of business performance.

This chapter reviews the intervention research literature – particularly interventions deemed evidence-based – for students with intellectual disability across academic and life-skills instruction. Although the focus of this chapter is the spectrum of students covered under the term “intellectual disability,” the majority of research on evidence-based interventions for students with intellectual disability focus on students with more moderate and severe intellectual disability, rather than students with mild intellectual disability. The majority of the interventions determined to be evidence-based within the literature for students with intellectual disability – across both academic and life skills – tend to be those that fall within the purview of systematic instruction.

The purpose of this paper is to consider how library education can best incorporate the profession's emerging interest in evidence‐based practice (EBP) whilst ensuring that the educational experience is meaningful to the contemporary library student.

A learning and teaching model developed by the Queensland University of Technology will be presented as a case study on how the library education curriculum can be developed to incorporate a focus on EBP whilst catering to the unique learning style of the millennial student.

To effectively meet the needs of the millennial student, library educators must develop their curriculum to include a real world activities and perspective, be customisable and flexible, incorporate regular feedback, use technology, provide trusted guidance, include the opportunity for social and interactive learning, be visual and kinaesthetic, and include communication that is real, raw, relevant and relational.

This paper contributes to the current discussion on how EBP can be integrated effectively into the contemporary library curriculum in general, and meet the learning needs of the millennial student in particular.