Data and Decision Making

Same Organization, Different Perceptions; Different Organizations, Different Perceptions

Datos Bibliográficos

ID12471663
AutoresNan L Maxwell (0000-0003-4161-2399, Mathematica Policy Research, Oakland, CA, USA, autor de correspondencia), Dana Rotz (0000-0003-4936-4406, Mathematica Policy Research, Cambridge, MA, USA), Christina García (0000-0003-3232-2592, The James Irvine Foundation, San Francisco, CA, USA)
Año2016
Volumen37
Número4
Páginas463-485
Fecha de publicación2016-04-02
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaAmerican Journal of Evaluation (JOURNAL)
Identificadores de la revistaISSN: 1098-2140 • E-ISSN: 1557-0878
EditorialSAGE Publishing (PUBLISHER • US)
DOI10.1177/1098214015623634
OpenAlexW2334812714
IdiomaEN
Citas recibidas7
Referencias citadas28

This study examines the perceptions of data-driven decision making (DDDM) activities and culture in organizations driven by a social mission. Analysis of survey information from multiple stakeholders in each of eight social enterprises highlights the wide divergence in views of DDDM. Within an organization, managerial and nonmanagerial staff working for the organization and staff from a prominent funder all expressed different perceptions of the same organization’s DDDM activities and culture. Study findings also provide insights into how to improve an organization’s capacity to build and use performance management systems, which include building a common understanding about what activities are—or are not—being undertaken. Finally, findings provide insights about structuring research on DDDM, which indicate that information from only one respondent in an organization or only one organization might not be reliable or generalizable

Economics · Management science · Computer Science · Healthcare Policy and Management · Nonprofit Sector and Volunteering · Psychology · Public Policy and Administration Research