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  • Journal of Applied Behavioral Science

Making a Difference: Developing Actionable Knowledge for Practice and Theory

By: Michael Beer
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Abstract

There is a widely acknowledged gap between academic research and practice. While the field of organizational studies and development has had an impact on management practice in some organizations, it has had only a modest impact on widely accepted management practice or theory. To make a difference, scholar—consultants will have to develop innovative management practices and theories that explain why, when and how their new practices improve organizational outcomes. In this essay, I outline research and development principles that will enable scholar—consultants to have an impact on management practice and theory. I illustrate these principles with my own research and development of the Strategic Fitness Process, a strategic management process, and its underlying theory of organizational effectiveness.

Keywords

Actionable Knowledge; Actionable Practice; Normal Science; Scholar-consultant; Management Practices and Processes; Theory; Innovation Leadership; Organizations; Performance Effectiveness

Citation

Beer, Michael. "Making a Difference: Developing Actionable Knowledge for Practice and Theory." Journal of Applied Behavioral Science 56, no. 4 (December 2020): 506–520.
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About The Author

Michael Beer

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    Developing Strategic Human Resource Theory and Making a Difference: An Action Science Perspective

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More from the Author
  • Developing a Sustainable High Commitment, High Performance System of Organizing, Managing, and Leading: An Actionable Systems Theory of Change and Development By: Michael Beer
  • Developing Strategic Human Resource Theory and Making a Difference: An Action Science Perspective By: Michael Beer
  • Reflections: Toward a Normative and Actionable Theory of Planned Organizational Change and Development By: Michael Beer
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