Publications
Publications
- Journal of Applied Behavioral Science
Making a Difference: Developing Actionable Knowledge for Practice and Theory
By: Michael Beer
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.