Using research to support management decision making within the field of education

There has been much interest in evidence‐informed decision making in education – identifying effective ways of increasing the use of research evidence to provide a basis for management decision making, in both the private and public sectors. However, in education, although there has been much speculation and discussion, there has been a paucity of recent empirical research evidence that provides insights into the characteristics, practice and mechanisms of successful research utilisation strategies. This study aimed to explore how research evidence was successfully disseminated and how the barriers to research use by head teachers (principals) were successfully addressed. The study was qualitative and exploratory in nature and aimed to identify examples of projects led by, and supported by, local education authorities (LEAs), that aimed to help education practitioners to access, engage with, and use the findings from published research and research carried out by themselves, and shared with others.

This paper presents and discusses the findings from an empirical study conducted in eight local authorities in England and Wales.

The research evidence suggests that to improve research use among managers in education, strategies should focus on facilitating communication networks, partnerships and links between researchers and practitioners, with the key long‐term objective of developing a culture that supports and values the contribution that research can make to management decision making in education.

Managers in local education authorities (LEAs) can help to build networks, develop partnerships between professionals locally, nationally and internationally, and also act as change agents in the dissemination and adoption of new ideas. However, the research focused on illustrative examples of research use – and further research is needed to evaluate the impact of using research for decision making in education.