Discussion: View Thread

Dear Jeff,

(Apologies for cross-posting) 

My position, as presented at the last Academy of Management Scholar-Practitioner PDW, is that there is a gap between Scholar and Practitioner and it is quite normal and to be expected. The Scholar creates new knowledge and the Practitioner uses it.

It is the same gap as you would find between the Farmer who grows wheat and the Family who eats bread.  And inbetween there is the distribution channel creating the right products and assortment for the end user.

The challenge occurs when you expect the Scholar to provide a completely integrated and seamless distribution channel from production to consumption. That is a lot to ask. 

The consumer does not criticise the Farmer for not growing bread. Nor does the Farmer criticise the Family for not eating raw wheat. So why should we not understand this gap between Scholar and Practitioner?

Thank you for raising this question because the more we discuss it the better we will understand the challenges involved for both Scholars and Practitioners and how to overcome them.

Cheers,
Roxanne

Dear Carolyn,

Thank you for an excellent use of the analogy to uncover some important questions:

How much wheat (research ) is too much and why?  For example replication studies may seem like too much but they perform an important function in social science.

Are consumers (practice) looking in the wrong place and why?  And if so, where should they look?

These are questions for the whole distribution channel, not just researchers and practitioners but also Publishers, Libraries, and Universities.

Keep it coming!

Cheers,

Roxanne 

>How much wheat (research ) is too much and why?  For >example replication studies may seem like too much but they >perform an important function in social science.

Hm, is there a way of knowing how much wheat would be too much? Many of the farmers are from different countries than their customers, not speaking costumers' language properly, so they can't manage to convince them of how great their bread is and how much they should eat of it. Neither do they have an idea if the breads they bake are perhaps too big to eat in one go, or too hard to chew.

Are consumers (practice) looking in the wrong place and why?  And if so, where should they look?

They might not be looking in the wrong place, they sometimes look for something else like rice, for instance. Like bread, it's got lots of good carbs and goes with a whole range of delicious sides. It's even more international than bread, being used in "Western" and "Eastern" cuisines alike.

And who sells the rice? Coaches and trainers do. They're from the same country than their clients, understand them well and can dish up what's requested.

Just my two pence from several industry collaborations, some of which made me love my job, whilst others made me think I was on the wrong planet ...

Best,

Christian.

---

Dr. Christian Stamov-Roßnagel

Professor of Organisational Behaviour

Jacobs University Bremen

1 Campus-Ring

28759 Bremen

Germany

Phone: +49-421-200-4770

Fax:     +49-421-200-4793

c.stamovrossnagel@jacobs-university.de

---

These are questions for the whole distribution channel, not just researchers and practitioners but also Publishers, Libraries, and Universities.

Keep it coming!

Cheers,

Roxanne 

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>How much wheat (research ) is too much and why?  For >example replication studies may seem like too much but they >perform an important function in social science.

 

Hm, is there a way of knowing how much wheat would be too much? Many of the farmers are from different countries than their customers, not speaking costumers' language properly, so they can't manage to convince them of how great their bread is and how much they should eat of it. Neither do they have an idea if the breads they bake are perhaps too big to eat in one go, or too hard to chew.

 

Are consumers (practice) looking in the wrong place and why?  And if so, where should they look?

 

They might not be looking in the wrong place, they sometimes look for something else like rice, for instance. Like bread, it's got lots of good carbs and goes with a whole range of delicious sides. It's even more international than bread, being used in "Western" and "Eastern" cuisines alike.

 

And who sells the rice? Coaches and trainers do. They're from the same country than their clients, understand them well and can dish up what's requested.

 

Just my two pence from several industry collaborations, some of which made me love my job, whilst others made me think I was on the wrong planet ...

 

Best,

 

Christian.

 

---

Dr. Christian Stamov-Roßnagel

Professor of Organisational Behaviour

 

Jacobs University Bremen

1 Campus-Ring

28759 Bremen

Germany

 

Phone: +49-421-200-4770

Fax:     +49-421-200-4793

c.stamovrossnagel@jacobs-university.de

---

 

These are questions for the whole distribution channel, not just researchers and practitioners but also Publishers, Libraries, and Universities.

 

Keep it coming!

 

Cheers,

Roxanne 

 

Dr. Roxanne Zolin | Associate Professor | School of Management

QUT Business School | Queensland University of Technology | www.qut.edu.au/business

Phone: + 61 7 3138 5095 | Mobile:  0433 400 113 | Email: r.zolin@qut.edu.au | CRICOS No. 00213J

  

 

---

From: Organizational Behavior Division Listserv <OB@AOMLISTS.PACE.EDU> on behalf of Carolyn Youssef <Youssef@BELLEVUE.EDU>
Sent: Thursday, 12 November 2015 8:16 AM
To: OB@AOMLISTS.PACE.EDU
Subject: Re: [OB-LIST] Science-practice gap in management?

 

I really like Roxanne's examples, so I would like to build on them. If the farmer grows the wheat and the consumer eats the bread, that would be wonderful. At least the consumer (practice) is benefiting from the farmer's labor (research). My fear, and that of many scholars and evidence-based practitioners, is that the farmer is growing much wheat, and other farmers (researchers) are using it among themselves (the scholarly community) to grow even more wheat (research), while the consumer (practice) is starving to death or looking for bread in all the wrong places.

 

 

 

Carolyn M. Youssef-Morgan, PhD  |  Redding Chair of Business

Bellevue University, 1000 Galvin Road South, Bellevue, Nebraska 68005

carolyn.youssef@bellevue.edu

 

Confidentiality Notice: This e-mail message, including any attachments, is covered by the Electronic Communications Privacy Act, 18 U.S.C. 2510-2521, is confidential, and may be legally privileged for the sole use of intended recipient(s) and may contain confidential and privileged information. Any unauthorized review, use, disclosure or distribution is prohibited. If you are not the intended recipient, please contact the sender by reply e-mail and destroy all copies of the original message.

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From: Organizational Behavior Division Listserv <OB@AOMLISTS.PACE.EDU> on behalf of Roxanne Zolin <r.zolin@QUT.EDU.AU>
Sent: Wednesday, November 11, 2015 2:41 PM
To: OB@AOMLISTS.PACE.EDU
Subject: Re: [OB-LIST] Science-practice gap in management?

 

Dear Jeff,

(Apologies for cross-posting) 

 

My position, as presented at the last Academy of Management Scholar-Practitioner PDW, is that there is a gap between Scholar and Practitioner and it is quite normal and to be expected. The Scholar creates new knowledge and the Practitioner uses it.

It is the same gap as you would find between the Farmer who grows wheat and the Family who eats bread.  And inbetween there is the distribution channel creating the right products and assortment for the end user.

The challenge occurs when you expect the Scholar to provide a completely integrated and seamless distribution channel from production to consumption. That is a lot to ask. 

The consumer does not criticise the Farmer for not growing bread. Nor does the Farmer criticise the Family for not eating raw wheat. So why should we not understand this gap between Scholar and Practitioner?

Thank you for raising this question because the more we discuss it the better we will understand the challenges involved for both Scholars and Practitioners and how to overcome them.

Cheers,
Roxanne

 

Dr. Roxanne Zolin | Associate Professor | School of Management

QUT Business School | Queensland University of Technology | www.qut.edu.au/business

Phone: + 61 7 3138 5095 | Mobile:  0433 400 113 | Email: r.zolin@qut.edu.au | CRICOS No. 00213J

  

 

---

From: Organizational Behavior Division Listserv <OB@AOMLISTS.PACE.EDU> on behalf of Jeff Pollack <jmpolla3@NCSU.EDU>
Sent: Thursday, 12 November 2015 5:13 AM
To: OB@AOMLISTS.PACE.EDU
Subject: [OB-LIST] Science-practice gap in management?

 

Dear OB colleagues,

A few of my colleagues and I are working on a project exploring the potential science-practice gap in management. And, we would be grateful for your thoughts on the following two questions. We would be happy to summarize responses and email them to anyone interested.

1. Is there a gap between science and practice in the domain of management-a disconnect between academic research and the practice of management? What empirical evidence do we have that such a gap might exist? Any references to articles quantifying this gap would be appreciated.

2. If there is a gap, is this a bad thing? If so, why? If not, why not?

Best regards, Jeff

 

 

Jeff Pollack
Assistant Professor 
Department of Management, Innovation, and Entrepreneurship
Poole College of Management
NC State University
2801 Founders Drive, Campus Box 7229
Raleigh, NC 27695-7229
804.397.0818 phone
919.515.6943 fax
jeff_pollack@ncsu.edu

www.jeffreympollack.com

 

---

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Von AVG überprüft - www.avg.de
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Hi there

I think there are many different models and metaphors and analogies – gaps, supply chain, producer and consumer.  I suspect that in management any and all models may apply.

But more fundamentally, there needs to be a demand or appetite for academic knowledge from practitioners – without such a demand academic work will never be used in practice as you can't 'make' practitioners use it. I think managers are not too interested in using academic work in their research for three main reasons.

1.  The poor comprehensibility, relevance and accessibility of academic research.

2.  Managers are not rewarded for doing what 'works' (e.g., few evaluations, politics and appearance rather than substance) so they don't need academic or perhaps any research.

3.  Business schools do a pretty bad job in educating managers in how to use or value academic research, decision-making and critical thinking.

The only way of fixing this is at an institutional level (e.g., AoM, management professional bodies).  Individual scholars/managers and universities/organizations do not have the capacity or infrastructure to deal with it.  If you look at other areas where practitioners are more inclined to use academic research, institutions have taken steps to tackle the barriers listed above.

This is EXACTLY what the Center for Evidence-Based Management (www.cebma.org) is trying to do for management.

Cheers

Rob

Jeff,

There is a rather vast literature on the science-practice gap in management in general and specific fields in particular (e.g., OB, HRM, I-O psychology). This literature documents the existence of the gap and also offers recommendations for narrowing it. Below is an admittedly selected list of articles addressing these issues. Each of them includes an excellent References section with additional relevant sources.

I hope this helps!

All the best,

--Herman.

·       Aguinis, H., Shapiro, D. L., Antonacopoulou, E., & Cummings, T. G. (2014). Scholarly impact: A pluralist conceptualization. Academy of Management Learning and Education, 13, 623-639. [available at http://mypage.iu.edu/~haguinis/pubs.html]

·       Anderson, N. (2007).  The practitioner-researcher divide revisited: Strategic-level bridges and the roles of IWO psychologists.  Journal of Occupational and Organizational Psychology, 80, 175-183.

·       Bartunek, J. (2007). Academic-practitioner collaboration need not require joint or relevant research: Toward a relational scholarship of integration.  Academy of Management Journal, 50, 1323-1333.

·       Cascio, W. F., & Aguinis, H. (2008). Research in industrial and organizational psychology from 1963 to 2007: Changes, choices, and trends. Journal of Applied Psychology, 93, 1062-1081 [available at http://mypage.iu.edu/~haguinis/pubs.html]

·       Deadrick, D. L., & Gibson, P. A. (2007). An examination of the research–practice gap in HR: Comparing topics of interest to HR academics and HR professionals. Human Resource Management Review, 17, 131-139.

·       Hulin, C. (2001).  Applied psychology and science: Differences between research and practice.  Applied Psychology: An International Review, 50, 225-234.

·       Rousseau, D. M. (2007). A sticky, levering, and scaleable strategy for high-quality connections between organizational practice and science. Academy of Management Journal, 50, 1037–1042.

·       Rynes, S. L. (2007).  Let's create a tipping point: What academics and practitioners can do, alone and together.  Academy of Management Journal, 50, 1046-1054.

·       Shapiro, D. L., Kirkman, B. L., & Courtney, H. G. (2007).  Perceived causes and solutions of the translation problem in management research.  Academy of Management Journal, 50, 249-266.

Another "gap" article is

Bonaccio, S., Chiocchio, F., Forget, A., Forget, C., Foucher, R., Kelloway, E. K., & O'Neill, T. (2013). Bridging Divides in Industrial and Organisational Psychology in Canada: An Action-Oriented Collaborative Framework. Canadian Psychology, 54(4), 213-222.

Yes, an extensive literature. See also:
 
Rynes, S. L. (2012). The Research-Practice Gap in I/O Psychology and Related Fields: Challenges and Potential Solutions. In S. W. J. Kozlowski (Ed.), The Oxford handbook of organizational psychology (pp. 409-452). New York: Oxford University Press.
 



At 08:24 PM 11/11/2015, Aguinis, Herman wrote:

Jeff,
 
There is a rather vast literature on the science-practice gap in management in general and specific fields in particular (e.g., OB, HRM, I-O psychology). This literature documents the existence of the gap and also offers recommendations for narrowing it. Below is an admittedly selected list of articles addressing these issues. Each of them includes an excellent References section with additional relevant sources.
 
I hope this helps!
 
All the best,
 
--Herman.
 
·       Aguinis, H., Shapiro, D. L., Antonacopoulou, E., & Cummings, T. G. (2014). Scholarly impact: A pluralist conceptualization. Academy of Management Learning and Education, 13, 623-639. [available at http://mypage.iu.edu/~haguinis/pubs.html]
·       Anderson, N. (2007).  The practitioner-researcher divide revisited: Strategic-level bridges and the roles of IWO psychologists.  Journal of Occupational and Organizational Psychology, 80, 175-183.
·       Bartunek, J. (2007). Academic-practitioner collaboration need not require joint or relevant research: Toward a relational scholarship of integration.  Academy of Management Journal, 50, 1323-1333.
·       Cascio, W. F., & Aguinis, H. (2008). Research in industrial and organizational psychology from 1963 to 2007: Changes, choices, and trends. Journal of Applied Psychology, 93, 1062-1081 [available at http://mypage.iu.edu/~haguinis/pubs.html]
·       Deadrick, D. L., & Gibson, P. A. (2007). An examination of the research–practice gap in HR:: Comparing topics of interest to HR academics and HR professionals. Human Resource Management Review, 17, 131-139.
·       Hulin, C. (2001).  Applied psychology and science: Differences between research and practice.  Applied Psychology: An International Review, 50, 225-234.
·       Rousseau, D. M. (2007). A sticky, levering, and scaleable strategy for high-quality connections between organizational practice and science. Academy of Management Journal, 50, 1037–1042.

·       Rynes, S. L. (2007).  Let’s create a tipping point: What academics and practitioners can do, alone and together.  Academy of Management Journal, 50, 1046-1054.
·       Shapiro, D. L., Kirkman, B. L., & Courtney, H. G. (2007).  Perceived causes and solutions of the translation problem in management research.  Academy of Management Journal, 50, 249-266.
 
Herman Aguinis
John F. Mee Chair of Management
Professor of Organizational Behavior and Human Resources
Founding and Managing Director, Institute for Global Organizational Effectiveness
 
Indiana University
Kelley School of Business
http://mypage.iu.edu/~haguinis/
 

GO FROM MOMENT TO MOMENTUM
 

 

From: Organizational Behavior Division Listserv <OB@AOMLISTS.PACE.EDU> on behalf of Jeff Pollack <jmpolla3@NCSU.EDU>
Sent: Thursday, 12 November 2015 5:13 AM
To: OB@AOMLISTS.PACE.EDU
Subject: [OB-LIST] Science-practice gap in management?
 
Dear OB colleagues,

A few of my colleagues and I are working on a project exploring the potential science-practice gap in management. And, we would be grateful for your thoughts on the following two questions. We would be happy to summarize responses and email them to anyone interested.

1. Is there a gap between science and practice in the domain of managementâ€"a disconnect between academic research and the practice of management? What empirical evidence do we have that such a gap might exist? Any references to articles quantifying this gap would be appreciated.

2. If there is a gap, is this a bad thing? If so, why? If not, why not?

Best regards, Jeff
 
 
Jeff Pollack
Assistant Professor
Department of Management, Innovation, and Entrepreneurship
Poole College of Management
NC State University
2801 Founders Drive, Campus Box 7229
Raleigh, NC 27695-7229
804.397.0818 phone
919.515.6943 fax
jeff_pollack@ncsu.edu
www.jeffreympollack.com
 

Steve W. J. Kozlowski, Ph.D.
Professor of Organizational Psychology
Associate Editor, The Archives of Scientific Psychology
Series Editor, Organizational Psychology, The Oxford Library of Psychology
President, Society for Industrial and Organizational Psychology (SIOP)

Web Site:  http://iopsych.msu.edu/koz/main.htm
Google Scholar: http://scholar.google.com/citations?hl=en&user=XEjiPNEAAAAJ&pagesize=100&view_op=list_works&is_public_preview=1

Department of Psychology
316 Physics Road, #309 Psychology
Michigan State University
East Lansing, MI  48824-1116
Voice:  517.353.8924; FAX:    517.353.4873
Program:  http://iopsych.msu.edu
Rankings:  http://grad-schools.usnews.rankingsandreviews.com/best-graduate-schools/top-psychology-schools/industrial-organizational-psychology

This message, any information contained therein, and any files attached hereto are intended solely for the individual to whom this message is addressed. This message and any attached files are confidential and may contain information that is proprietary and/or legally privileged. Any disclosure, distribution, or copying of this message or files and information contained therein is unauthorized and may be illegal. If you are not the intended recipient, please notify the sender immediately and delete all copies of this message from your system. Thank you for your cooperation.

Readers might find the article by Porter and Schneider useful in this regard: Porter, L. W., & Schneider, B. (2014). What was, what is and what may be in OP/OB. Annual Review of Organizational Psychology and Organizational Behavior, 1, 1-22. In one section we discuss the differences in the training emphases and expectations of PhD students in I/O Psychology versus OB and infer that these differences  are important for later possible cross-over in the science-practice gap.

Ben

> Benjamin Schneider, Ph.D.

Principal Research Scientist

CEB's Talent Management Labs

--------

-----Original Message-----
From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.PACE.EDU] On Behalf Of Anne Tsui
Sent: Thursday, November 12, 2015 5:04 PM
To: OB@AOMLISTS.PACE.EDU
Subject: Re: [OB-LIST] Science-practice gap in management?

Below is an excellent article about research-practice gap...

Aguinis, H.A., Suarez-Gonzalez, I., Lannelongue, G., and Joo, H. 2012. Scholarly impact revisited. Academy of Management Perspective, 26: 105-132.

Anne

________________________________________

From: Organizational Behavior Division Listserv [OB@AOMLISTS.PACE.EDU] on behalf of Chiocchio, Francois [Francois.Chiocchio@TELFER.UOTTAWA.CA]

Sent: Thursday, November 12, 2015 11:42 AM

To: OB@AOMLISTS.PACE.EDU

Subject: Re: [OB-LIST] Science-practice gap in management?

Another "gap" article is

Bonaccio, S., Chiocchio, F., Forget, A., Forget, C., Foucher, R., Kelloway, E. K., & O'Neill, T. (2013). Bridging Divides in Industrial and Organisational Psychology in Canada: An Action-Oriented Collaborative Framework. Canadian Psychology, 54(4), 213-222.

FrancoisCHIOCCHIO.com<http://www.francoischiocchio.com/> [PhD - PMP - CHRL] uOttawa.ca<http://www.uottawa.ca/> | École de gestion TELFER<http://www.telfer.uottawa.ca/> School of Management Éditeur Project Management Journal<http://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1938-9507> Editor @francoiskio2<https://twitter.com/francoiskio2> | LinkedIN<http://ca.linkedin.com/pub/fran%C3%A7ois-chiocchio-phd-pmp-chrp/24/265/489> | ResearchGate<https://www.researchgate.net/profile/Francois_Chiocchio2>

From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.PACE.EDU] On Behalf Of Steve Kozlowski

Sent: November-12-15 10:35 AM

To: OB@AOMLISTS.PACE.EDU

Subject: Re: [OB-LIST] Science-practice gap in management?

Yes, an extensive literature. See also:

Rynes, S. L. (2012). The Research-Practice Gap in I/O Psychology and Related Fields: Challenges and Potential Solutions. In S. W. J. Kozlowski (Ed.), The Oxford handbook of organizational psychology (pp. 409-452). New York: Oxford University Press.

At 08:24 PM 11/11/2015, Aguinis, Herman wrote:

Jeff,

There is a rather vast literature on the science-practice gap in management in general and specific fields in particular (e.g., OB, HRM, I-O psychology). This literature documents the existence of the gap and also offers recommendations for narrowing it. Below is an admittedly selected list of articles addressing these issues. Each of them includes an excellent References section with additional relevant sources.

I hope this helps!

All the best,

--Herman.

·       Aguinis, H., Shapiro, D. L., Antonacopoulou, E., & Cummings, T. G. (2014). Scholarly impact: A pluralist conceptualization. Academy of Management Learning and Education, 13, 623-639. [available at http://mypage.iu.edu/~haguinis/pubs.html]

·       Anderson, N. (2007).  The practitioner-researcher divide revisited: Strategic-level bridges and the roles of IWO psychologists.  Journal of Occupational and Organizational Psychology, 80, 175-183.

·       Bartunek, J. (2007). Academic-practitioner collaboration need not require joint or relevant research: Toward a relational scholarship of integration.  Academy of Management Journal, 50, 1323-1333.

·       Cascio, W. F., & Aguinis, H. (2008). Research in industrial and organizational psychology from 1963 to 2007: Changes, choices, and trends. Journal of Applied Psychology, 93, 1062-1081 [available at http://mypage.iu.edu/~haguinis/pubs.html]

·       Deadrick, D. L., & Gibson, P. A. (2007). An examination of the research–practice gap in HR:: Comparing topics of interest to HR academics and HR professionals. Human Resource Management Review, 17, 131-139.

·       Hulin, C. (2001).  Applied psychology and science: Differences between research and practice.  Applied Psychology: An International Review, 50, 225-234.

·       Rousseau, D. M. (2007). A sticky, levering, and scaleable strategy for high-quality connections between organizational practice and science. Academy of Management Journal, 50, 1037–1042.

·       Rynes, S. L. (2007).  Let’s create a tipping point: What academics and practitioners can do, alone and together.  Academy of Management Journal, 50, 1046-1054.

·       Shapiro, D. L., Kirkman, B. L., & Courtney, H. G. (2007).  Perceived causes and solutions of the translation problem in management research.  Academy of Management Journal, 50, 249-266.

Herman Aguinis

John F. Mee Chair of Management

Professor of Organizational Behavior and Human Resources Founding and Managing Director, Institute for Global Organizational Effectiveness

Indiana University

Kelley School of Business

http://mypage.iu.edu/~haguinis/

[180010.png]

GO FROM MOMENT TO MOMENTUM

From: Organizational Behavior Division Listserv <OB@AOMLISTS.PACE.EDU<mailto:OB@AOMLISTS.PACE.EDU>> on behalf of Jeff Pollack <jmpolla3@NCSU.EDU<mailto:jmpolla3@NCSU.EDU>>

Sent: Thursday, 12 November 2015 5:13 AM

To: OB@AOMLISTS.PACE.EDU<mailto:OB@AOMLISTS.PACE.EDU>

Subject: [OB-LIST] Science-practice gap in management?

Dear OB colleagues,

A few of my colleagues and I are working on a project exploring the potential science-practice gap in management. And, we would be grateful for your thoughts on the following two questions. We would be happy to summarize responses and email them to anyone interested.

1. Is there a gap between science and practice in the domain of managementâ€"a disconnect between academic research and the practice of management? What empirical evidence do we have that such a gap might exist? Any references to articles quantifying this gap would be appreciated.

2. If there is a gap, is this a bad thing? If so, why? If not, why not?

Best regards, Jeff

Jeff Pollack

Assistant Professor

Department of Management, Innovation, and Entrepreneurship Poole College of Management NC State University

2801 Founders Drive, Campus Box 7229

Raleigh, NC 27695-7229

804.397.0818 phone

919.515.6943 fax

jeff_pollack@ncsu.edu<mailto:jeff_pollack@ncsu.edu>

www.jeffreympollack.com<http://www.jeffreympollack.com/>

Steve W. J. Kozlowski, Ph.D.

Professor of Organizational Psychology

Associate Editor, The Archives of Scientific Psychology Series Editor, Organizational Psychology, The Oxford Library of Psychology President, Society for Industrial and Organizational Psychology (SIOP)

Web Site:  http://iopsych.msu.edu/koz/main.htm

Google Scholar: http://scholar.google.com/citations?hl=en&user=XEjiPNEAAAAJ&pagesize=100&view_op=list_works&is_public_preview=1

Department of Psychology

316 Physics Road, #309 Psychology

Michigan State University

East Lansing, MI  48824-1116

Voice:  517.353.8924; FAX:    517.353.4873

Program:  http://iopsych.msu.edu

<http://iopsych.msu.edu/>Rankings:  http://grad-schools.usnews.rankingsandreviews.com/best-graduate-schools/top-psychology-schools/industrial-organizational-psychology

This message, any information contained therein, and any files attached hereto are intended solely for the individual to whom this message is addressed. This message and any attached files are confidential and may contain information that is proprietary and/or legally privileged. Any disclosure, distribution, or copying of this message or files and information contained therein is unauthorized and may be illegal. If you are not the intended recipient, please notify the sender immediately and delete all copies of this message from your system. Thank you for your cooperation.

I not only like Roxanne's examples but I also like Carolyn's development even more. I think she has put her finger on the issue. In this context, I liked reading Graham Astley's two papers below.

Astley, G. (1985).Administrative science as socially constructed truth. Administrative Science Quarterly, 30, 497-513.

Astley, G. (1984). Subjectivity, sophistry and symbolism in Management Science. Journal of Management Studies, 21, 259-272.

They attempt to answer Jeff's second question.

Baba

I really like Roxanne's examples, so I would like to build on them. If the farmer grows the wheat and the consumer eats the bread, that would be wonderful. At least the consumer (practice) is benefiting from the farmer's labor (research). My fear, and that of many scholars and evidence-based practitioners, is that the farmer is growing much wheat, and other farmers (researchers) are using it among themselves (the scholarly community) to grow even more wheat (research), while the consumer (practice) is starving to death or looking for bread in all the wrong places.