Academics, practitioners and the <i>Journal of Occupational and Organizational Psychology</i>: Reflecting on the issues

Symon, Gillian

doi:10.1348/096317906x104068

Cited by 13 publications

(14 citation statements)

References 13 publications

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“…In management subfields such as work and organizational psychology, we see similar concerns expressed regarding a scientist–practitioner divide, but also the growth and vibrancy of associations devoted to professionalizing management practice, where the mission is to bridge the research–practice gap (cf. Anderson, 2007; Anderson et al., 2001; Gelade, 2006; Hodgkinson, 2006; Symon, 2006; Wall, 2006). The Society for Human Resource Management (SHRM) is one such global professional association, with more than 225,000 individual members in over 125 countries in 2007.…”

Section: Argument 4: Both Science and Practice Will Be Worse Off If Tmentioning

confidence: 99%

Bridging the Rigour–Relevance Gap in Management Research: It's Already Happening!

Hodgkinson¹,

Rousseau²

2009

J Management Studies

256

244

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Kieser and Leiner (2009) maintain that the rigour-relevance gap in management research is fundamentally unbridgeable because researchers and the researched inhabit separate social systems. They argue that it is impossible to assess the relevance of research outputs within the system of science and that neither action research nor related approaches to collaborative research can succeed in producing research that is rigorous as well as relevant. In reply, we show how their analysis is inconsistent with available evidence. Drawing on a diversity of management research domains, we provide counter-illustrations of work where researchers, in a number of cases in collaboration with practitioners, have generated knowledge that is both socially useful and academically rigorous.

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Section: Argument 4: Both Science and Practice Will Be Worse Off If Tmentioning

confidence: 99%

Bridging the Rigour–Relevance Gap in Management Research: It's Already Happening!

Hodgkinson¹,

Rousseau²

2009

J Management Studies

256

244

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“…Bartunek, 2007;Cohen, 2007;Latham, 2007;Rynes, Giluk and Brown, 2007), in the Journal of Occupational and Organizational Psychology (e.g. Anderson, 2007;Gelade, 2006;Hodgkinson, 2006;Symon, 2006;Wall, 2006) and in the Journal of Management Studies (Fincham and Clark, 2009;Hodgkinson and Rousseau, 2009;Leiner, 2009, 2011;Starkey, Hatchuel and Tempest, 2009). In addition, various attempts were made to enact and refine Mode-2-related approaches (e.g.…”

Section: Reframing Relevance 357mentioning

confidence: 99%

Not Simply Returning to the Same Answer Over and Over Again: Reframing Relevance

Hodgkinson

Starkey

2011

British J of Management

123

129

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From its earliest days, the field of business and management studies has wrestled with fundamental questions concerning its nature and purpose: for whom and to what ends is scholarly research ultimately directed? However, amid unprecedented changes to the world of work, over the past two and a half decades these questions have become of central importance to academicians, practitioners and policy‐makers. The British Academy of Management (BAM), through the work of its Research Policy Committee and the British Journal of Management, has played a central role in these developments. This paper traces the lineage of BAM's contribution and offers a critical assessment of the current state of play with regard to the so‐called relevance problem, arguing that design science and critical realism have the potential to take the field forward by transcending the ‘either/or’ game into which the rigour versus relevance debate has a tendency to develop.

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“…It is just that researchers are scanning for articles relevant to their research stream as opposed to an applied project as is the case with practitioners. As pointed out by Symon (2006) both practitioners and academicians are likely to be ‘time poor.’ As such, both are likely to scan and read only highly relevant articles. Of course, this is not a desirable state of affairs and in the following sections of this paper I would like to specifically address what we all might do to increase the benefits obtained from articles in JOOP.…”

Section: Scanning For Relevant Topicsmentioning

confidence: 99%

Maximizing journal impact: Moving from inspections of topics to scans for techniques, populations and actions

Walker

2008

J Occupat & Organ Psyc

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The comments offered in this article are intended to maximize the benefits and impact of JOOP content for both practitioners and academicians. Specifically, I argue that because practitioners and academicians alike are ‘time‐poor’ when it comes to reading journal articles, we inevitably end up conducting ‘topical scans’ in which we scan the titles of an issue for relevant topics. In order to maximize the impact of JOOP content, in addition to these topical scans, we also need to include scans for: (a) relevant techniques, (b) relevant populations, and (c) relevant actions that may be applicable even if the specific topic is not. I also discuss the importance of practitioners becoming more involved in the publication process and describe a matchmaking mechanism for research‐practitioner publication collaborations. Finally, I argue that scientist‐practitioners are the true heroes of our profession and should therefore be held in high regard.

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Academics, practitioners and the Journal of Occupational and Organizational Psychology: Reflecting on the issues

Cited by 13 publications

References 13 publications

Bridging the Rigour–Relevance Gap in Management Research: It's Already Happening!

Bridging the Rigour–Relevance Gap in Management Research: It's Already Happening!

Not Simply Returning to the Same Answer Over and Over Again: Reframing Relevance

Maximizing journal impact: Moving from inspections of topics to scans for techniques, populations and actions

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