Academic-Practitioner Relationships: Developments, Complexities and Opportunities, 1st Edition (Hardback) book cover

Academic-Practitioner Relationships

Developments, Complexities and Opportunities, 1st Edition

Edited by Jean M. Bartunek, Jane McKenzie


218 pages | 19 B/W Illus.

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Hardback: 9781138100695
pub: 2017-07-10
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While executives are keen to harness organizational knowledge and improve business performance, the topic of how academics can produce rigorous and relevant theory in working relationships with practitioners is a much contested topic. Many aspects of this knowledge co-creation can create tensions, and the ways in which research is conducted and published can affect practitioner acceptance, as well as its consequent uptake and use in different contexts.

Expertly compiled by Jean Bartunek and Jane McKenzie, with contributions from global thinkers in the field, this book offers a concise and up-to-date review of the essential analysis and action underlying scholarly engagement with the world of business. It discusses the sorts of capabilities academics need to collaborate effectively with practitioners and illustrates good practice through international case studies drawn from acknowledged centres of excellence. These show how to negotiate different constituencies with different priorities, values, and practices to work together to produce research of rigor and relevance.

It will be a key reference and resource for all researchers who are engaged with practitioners, and an invaluable tool for training academics to develop research with impact.


This book represents a significant contribution to the growing interest from both academics and practitioners alike in developing collaborative academic-practitioner partnerships that can yield dual benefits of rigorous research with internationally excellent publications, and strong organizational impact. This book also represents a departure from others in the area with its focus on developing how we think about academic-practitioner partnerships and the skills and capabilities to carry them out, providing a set of stimulating examples involving creative ways of collaborating that lead to successful partnerships. Both academics and practitioners who are either engaging, or considering engaging, in collaborations can gain a lot from this book.

Professor Julia Balogun, Director University of Liverpool Management School, UK.

Table of Contents

Table of Contents

Chapter 1- Reviewing the State of Academic Practitioner Relationships

Jean Bartunek and Jane McKenzie


Introduction to Section 1

Chapter 2- Knowledge and Practice: A Historical Perspective on Collaborative Management Research

Abraham B (Rami) Shani, Ramkrishnan (Ram) V. Tenkasi & Benjamin N. Alexander

Chapter 3- Insight and Reflection as Key to Collaborative Engagement

David Coghlan

Chapter 4-Who do We Identify With? Ontological and Epistemological Challenges of Spanning Different Domains of Academic-Practitioner Praxis.

Richard Nielsen

Chapter 5- Connecting—Making Social Science Matter: The Collaborative and Boundary-Spanning Work of Intellectual Shamans

Sandra Waddock

Chapter 6- Narrative Foundations for Theorizing about Academic-Practitioner Relationships

Jean Bartunek and Sara Rynes


Introduction to Section 2

Chapter 7- Developing Capabilities of Engaged Scholarship

Andrew Van de Ven

Chapter 8- Practices for Leveraging the Paradoxes of Engaged Scholarship

Paula Jarzabkowski, Wendy Smith and Marianne Lewis

Chapter 9- Is There Anybody in There? Reconceptualizing "Action" in Action Research

Donald MacLean and Robert MacIntosh

Chapter 10- Learning the Craft: Developing Apprentice Scholars with the Capacity to Integrate Theory and Practice

Claire Collins and Richard McBain

Chapter 11- The Capacity for Phronesis: Building Confidence through Curiosity to Cultivate Conscience as Central to the Character of Impactful Scholarship

Elena Antonacopoulou


Introduction to Section 3

Chapter 12- My Liminal Life: Perpetual Journeys Across the Research-Practice Divide

Laura Empson

Chapter 13- Partnering to Advance Sustainable Effectiveness at the Center for Effective Organizations

Sue Mohrman

Chapter 14- Mind the Transformation Gap: Knowledge Exchange, Interests and Identity in Research-Practice Collaboration

Ralph Hamann and Kristy Faccer

Chapter 15- How to Develop Scholar-Practitioner Interactions: Lessons from Management Concepts Developed through Collaboration Between Research and Practice

Guillaume Carton and Stephanie Dameron

Chapter 16- Making Values Matter: An Academic and Private Sector Collaboration

Todd Landman, Steve Glowinkowski and Kali Demes

Chapter 17- Sustaining the Interaction: The Henley Forum for Organisational Learning and Knowledge Strategies.

Jane McKenzie and Christine van Winkelen

Chapter 18- Applied R&D in HR: Google's People Innovation Lab

Jennifer Kurkoski













About the Editors

Jean M Bartunek is the Robert A. and Evelyn J. Ferris Chair and Professor of Management and Organization at Boston College, USA.

Jane McKenzie is Professor of Management Knowledge and Learning at Henley Business School, University of Reading, UK.

About the Series

Routledge Studies in Organizational Change & Development

It is often stated that some 70% of all change projects fail. Though this figure can be disputed, it is nevertheless clear that managing change is one of the most difficult tasks facing organizations today. In response to this, writers offer a wide range of theories and advice designed to aid managers and scholars in understanding and managing change, but which seem merely to overwhelm them with a profusion of competing and conflicting advice and approaches. In many respects, change is a field which epitomises the ‘rigor-relevance’ debate. We have many approaches to change which are built on sound research and robust theories, but which appear to lack relevance for managers. We also have a vast array of nostrums, practices and tools which managers use, but which appear to lack methodological or theoretical foundations.

The aim of this series is to cut through the confusion surrounding the study and practice of change by providing comprehensive and in-depth studies of existing and emerging approaches to change. The rationale for the series is that we cannot understand organizational change sufficiently nor implement it effectively unless we can evaluate the various approaches in terms of the evidence which underpins them, what they seek to achieve and how and where they can be applied. In particular, the series seeks to address, but is not limited to, the following questions:

  • What are the emerging themes in the field of organizational change?
  • Which theories and approaches to change have stood the test of time?
  • What are the key debates within the field?
  • How has the field been influenced by and incorporated newer approaches to organizational life, such as postmodernism, social constructionism, critical realism, and complexity theories?
  • What is the current status of OD (organization development)?
  • To what extent have countries in Asia, Africa, the Middle East and South America developed their own distinct approaches to change?
  • How are developments such as social media and virtual organizations affecting the way organizations perceive and carry out change?
  • Do successful organizations adopt different approaches to change than unsuccessful ones, or do they use the same approaches but more effectively?

Learn more…

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Decision-Making & Problem Solving
BUSINESS & ECONOMICS / Knowledge Capital
BUSINESS & ECONOMICS / Organizational Development