Exploring the gap between research and practice in human resource management (HRM): a scoping review and agenda for future research

Abstract

The call for evidence-based decisions in HR has become a heated debate in recent years. An alleged research-practice gap has been identified by a number of HRM scholars, leading to recommendations for practice. To what extent the assumption of this gap is justified, theoretically or empirically, remains vague, however. Thus, building on a systematic literature search and the formulation of eligibility criteria for articles, we conducted a scoping review of the current research landscape. Our aim was to explore the constituent components, causes and consequences of the gap. Overall, it was found that research activity has so far been heterogeneous, a significant number of articles were conceptually driven, and a large proportion related to knowledge deficits of HR practitioners. A subset of consistent survey-based studies indicated little awareness of empirically supported practices in personnel selection. The qualitative, mixed-method, and content-analysis studies revealed other influences, such as research with limited practical relevance or divergent interests between scholars and practitioners (e.g., employee motivation). Based on the conceptual contributions, three thematic clusters were identified as causes for the gap: (1) communication barriers (e.g., insufficient interfaces), (2) methodological issues (e.g., rigor-relevance tensions), (3) accessibility, visibility, and dissemination of HR research (e.g., oversimplification of practical implications). There was a strong emphasis on presumed causes and their resolution, with less consideration given to the expected consequences of the gap (e.g., poorer organizational outcomes). Despite preliminary empirical indications for the existence of a research-practice gap in particular areas of HRM, many articles tend to focus on overarching recommendations for practice. We conclude that the HRM research-practice gap in itself has not yet been sufficiently empirically investigated. In view of this, we discuss implications and develop an agenda for future research.

Role of human resource practices, leadership and intellectual capital in enhancing organisational performance: the mediating effect of organisational agility

“…They also mention that good leaders create visions for the future, encourage their team members to come up with new ideas, and make sure everyone stays motivated. Negt and Haunschild (2024) acknowledge the significance of nurturing leadership skills within the inherently complex landscape of healthcare organisations. In this environment, leaders are tasked with addressing the needs of numerous stakeholders while navigating diverse performance objectives.…”