Topic 2: evidence based management and outsourcing

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Last updated 10:29 AM on 5/28/26
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9 Terms

1
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What are the 5 steps of EBP?

  1. ask: PICOC

  2. acquire: 4 sources of evidence

  3. appraise: critical thinking/ evaluation of the validity

  4. apply: integrate with expertise

  5. assess: measure outcomes

2
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What are the 4 sources of evidence in EBM?

  • scientific evidence

  • organizational evidence

  • experiental evidence

  • organizational values and stakeholders concerns

3
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9 "non-evidence bases" that replace systematic evaluation.

  • eminence based (senior person decides)

  • vehemence based (loudest voice wins)

  • resemblance based (copying competitors)

  • eloquence based (smoothest talker wins)

  • obedience based (following orders)

  • defence based (safest option)

  • indolence based (easiest option)

  • haste based (fastest wins)

  • indulgence based (the most fun)

4
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Why is EBM a moral duty?

Failed change trajectories, wrong selection procedures and self-fulfilling prophecies have real human and financial costs (often paid with tax money).

5
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What are the operational vs strategic reasons to outsource?

  • operational: cost saving (scale, scope, skill), headcount reduction, buffer against fluctuations.

  • strategic: focus on core activities, innovation capabilities, financial flexibility, specialized knowledge.

6
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According to Delmotte & Sels (2005), what are the two hypotheses about HR outsourcing, and which was supported?

H1: opportunity, strategic HR outsources to free up “breathing space” (supported)

H2: threat, cost- focust HR outsources to cut down financial costs (not supported)

7
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What is the "breathing space" argument in HR outsourcing?

Outsourcing transactional activities frees HR to focus on strategic work. Operational HR → internalizing/ externalising/ digitalising → breathing space → strategic HR

8
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According to Awe et al. (2018), which type of outsourcing had the only significant effect on performance?

IT outsourcing. HR and manufacturing outsourcing showed no clear effects.

9
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According to Lahiri et al. (2022), what three contingencies affect outsourcing success?

  1. non-core > core (core risks hollowing out)

  2. Manufacturing vs. service (no meaningfull difference)

  3. international > domestic (greater arbitrage opportunities)