Rack DT – Bridging Theory and Practice

TAOP Resource Library -- Aisle D (Professional Education)

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Aisle D (Professional Education): Main Page | The Individual Scholar (DA) | Business Schools & Education (DB) I Communities of Practice & Associations (DC) | Knowledge Management (DK) | Outreach & Bridging Theory and Practice (DO)

Rack DO (Outreach): Professional Networks | Management Consulting | Inclusivity in Organization Studies | Marketing and Engagement

Outreach and strategic communication play pivotal roles in fostering a professional community of organization researchers. These activities help increase visibility, facilitate collaboration, ensure the dissemination of research, and create meaningful engagement among scholars, practitioners, and stakeholders within the field of organizational studies. Effective outreach and communication strategies also help build a vibrant, dynamic research community, attract new members, and ensure that the work being done within the field has a lasting impact on both academia and practice.

Jump to: Importance | Challenges | Research Areas | Foundational Works | TAOP Episodes | References

Importance of Outreach and Strategic Communication

Networking and Expanding the Research Community

Outreach efforts, such as hosting webinars, organizing conferences, and publishing newsletters, help raise awareness of the field of organizational research. By highlighting the latest research trends, theories, and applications, outreach ensures that the work of scholars reaches a broader audience, including students, early-career researchers, and professionals who may not yet be connected to the research community. This helps to expand the community by attracting new members, collaborators, and stakeholders.

Strategic communication campaigns that emphasize the value of participating in the research community—through membership in professional associations, attending events, or contributing to collective research projects—can attract new scholars to the field. Effective outreach and strategic communication facilitate knowledge sharing and the dissemination of best practices within the research community. Kessler et al. (2022) highlight the importance of mapping mental models of science communication among academics, which can lead to improved practices in knowledge dissemination. By promoting a culture of knowledge sharing, researchers can learn from one another’s experiences, leading to enhanced research quality and relevance. This collaborative approach is particularly important in organization studies, where understanding complex organizational dynamics requires insights from various disciplines and perspectives.

Despite the benefits, outreach and strategic communication efforts may face challenges, such as resource constraints, lack of institutional support, and resistance to change. Heide et al. (2018) note that organizations often struggle to implement effective strategic communication practices due to internal complexities and competing priorities. Addressing these challenges requires a concerted effort from researchers and institutions to prioritize communication initiatives and allocate resources effectively.

Creating Opportunities for Collaboration

Strategic communication is essential for establishing and maintaining collaborative networks among researchers. Lock et al. (2019) argue that a strong communication perspective rooted in communication science can enhance the relevance of strategic communication in academia. By employing strategic communication practices, organization researchers can create platforms for collaboration, such as conferences, workshops, and online forums, where they can share ideas, methodologies, and best practices. These collaborative networks are vital for fostering innovation and advancing knowledge in organization studies, as they enable researchers to leverage diverse perspectives and expertise (Scite, 2024).

By organizing networking events and virtual communities, outreach efforts can facilitate meaningful interactions between researchers, leading to new research partnerships, mentorship opportunities, and career advancement. Conferences and specialized workshops, often promoted through strategic communication, become venues where researchers can meet, exchange ideas, and build long-term academic relationships.

Outreach can help researchers identify common research interests or geographic areas, leading to the formation of research clusters or collaborative groups. For instance, a group of scholars focusing on organizational change could form a research cluster that facilitates joint publications, research proposals, and grant opportunities. By identifying synergies between different research projects and communities, strategic communication plays a key role in facilitating such formations (OpenAI, 2024).

Fostering Inclusivity, a Sense of Belonging, and Shared Identity

Outreach can also play a critical role in fostering inclusivity and diversity within the organizational research community. By actively communicating opportunities for engagement and participation to underrepresented groups (whether based on gender, race, geography, or other factors), the community can be made more diverse, enriching the research landscape and leading to a broader range of perspectives in organizational studies.

Outreach efforts are crucial for increasing the visibility of research and the researchers themselves. By engaging with various stakeholders, including practitioners, policymakers, and the public, researchers can disseminate their findings more broadly. Gulbrandsen & Just (2016) emphasize that effective communication strategies can connect researchers with relevant audiences, facilitating a two-way dialogue that enriches both the research community and the stakeholders involved. This engagement not only enhances the impact of research but also fosters a sense of community among organization researchers, as they share insights and collaborate on addressing real-world challenges.

Through outreach and communication efforts, a shared sense of purpose and identity can be cultivated among researchers in organizational studies. This is especially important for researchers in interdisciplinary or emerging areas, as effective communication can help them see themselves as part of a larger, cohesive community with shared values and goals.

Management Consulting, Advocacy, and Influencing Policy and Practice

Outreach helps to demonstrate how organizational research addresses real-world problems and shapes business practices, public policies, and societal outcomes. By emphasizing the relevance of organizational studies for solving contemporary challenges (e.g., leadership in times of crisis, sustainability, diversity, and inclusion), strategic communication helps researchers understand the importance of their work and how it connects with a broader social and economic agenda. Through strategic communication, professional communities can advocate for increased funding, attention, and resources for organizational research within universities, government agencies, and the corporate sector. Gulbrandsen & Just (2016) emphasize that effective communication strategies can connect researchers with relevant audiences, facilitating a two-way dialogue that enriches both the research community and the stakeholders involved. This engagement not only enhances the impact of research but also fosters a sense of community among organization researchers, as they share insights and collaborate on addressing real-world challenges.

Strategic communication also plays a key role in translating academic research into actionable insights that influence public policy and business practice. Outreach activities such as policy briefs, consultations with industry stakeholders, and speaking engagements in public forums help ensure that organizational research has real-world applications. Researchers can use their platform to advocate for evidence-based practices, such as in leadership, diversity, corporate governance, and sustainability, that shape the policies and practices of organizations and institutions.

Professional communities, through outreach, can engage the public in conversations about organizational practices, leadership, corporate responsibility, and other social issues. Researchers can contribute op-eds, participate in podcasts, or host public lectures, helping to bring the insights of organizational studies to a broader audience and influencing public perceptions of business and organizations.

Challenges of Bridging Theory and Practice in Organization Studies

Despite its importance, bridging theory and practice is not without its difficulties. These challenges arise due to differences in priorities, language, and methodologies between the academic and practitioner worlds.

Academic Rigidity vs. Practical Flexibility

Scholars in organization studies often focus on developing abstract theories that aim to offer universal principles or explanations. These theories are often complex and designed to fit a variety of organizational contexts. However, practitioners typically deal with situated, context-specific problems that may not align neatly with generalized theoretical frameworks. As a result, theories may seem disconnected from the everyday realities of organizations.

Practitioners, on the other hand, often seek quick, practical solutions to specific organizational challenges. Theoretical models that require rigorous testing or have a long-term focus may not seem immediately applicable to practitioners who are trying to address urgent issues. The need for concrete, actionable insights can conflict with the abstract nature of many academic theories.

Differences in Language and Communication

The language used in academic research can be highly technical, filled with jargon and complex concepts that may not be easily understood by practitioners. Conversely, the language used by practitioners tends to be more straightforward and focused on real-world outcomes. This communication gap can make it difficult for scholars to convey their findings in a way that resonates with or is actionable for practitioners.

Translating academic research into accessible, actionable formats that are useful to non-academic audiences is a significant challenge. Research findings often need to be simplified or reframed to be useful to managers and other practitioners who may not have the time or interest to engage deeply with academic papers.

Short-Term vs. Long-Term Focus

Practitioners often focus on short-term goals such as quarterly results, annual targets, or urgent organizational challenges. They may not have the patience or resources to engage with research that takes years to develop or requires longitudinal studies. On the other hand, academic research often explores long-term processes and theoretical principles, which may not provide immediate solutions.

Academics are typically incentivized by publishing in high-impact journals, often focusing on theoretical contributions, while practitioners are primarily concerned with achieving business outcomes and resolving immediate issues. This misalignment in incentives can make it challenging to find common ground for collaboration.

Difficulty in Applying Theories to Practice

Organizational theories may not always be directly applicable across different types of organizations, industries, or cultural contexts. A theory that works well in one organization may not be applicable in another with different challenges, structures, or market conditions. This context-specificity makes it difficult to generalize or directly apply theoretical insights in practice.

Organizations are complex systems, influenced by multiple variables such as culture, history, leadership, politics, and technology. Theories that attempt to distill organizational dynamics into simple models often fail to account for this complexity, making them harder to implement in practice.

Limited Collaboration Between Academics and Practitioners:

Historically, there has often been a divide between academic research and business practice. Many academic researchers work in isolation from industry, with little interaction with practitioners who could benefit from their work. Similarly, practitioners may be unaware of the latest research or may not see how academic theories can address their immediate needs.

Universities and academic institutions may not prioritize applied research or may be slow to engage with industry or organizations. Business leaders may also be skeptical of academic research, viewing it as too theoretical or disconnected from their practical needs.

Funding and Resources

Much of the funding for organizational research comes from academic grants, which may prioritize theoretical over applied research. As a result, many research initiatives may lack the resources or support needed to test theories in real-world organizational settings.

Practitioners may have limited time, financial resources, or expertise to engage with academic research or to implement complex theories. Moreover, their organizations may lack the infrastructure to support evidence-based decision-making or long-term research initiatives.

Strategies to Bridge Theory and Practice

While the challenges are significant, several strategies can help bridge the gap between theory and practice in organization studies:

Practical Case Studies: Incorporating case studies into academic curricula or research can help connect theoretical concepts to real-world applications, providing a more tangible way for practitioners to engage with academic work.

Action Research: This methodology involves collaboration between academics and practitioners to address real-world problems while generating new knowledge. Action research allows scholars to test and refine theories in actual organizational contexts.

Collaborative Partnerships: Academic institutions and businesses can form partnerships to create mutually beneficial research initiatives, such as projects where scholars and practitioners work together. This can help align theoretical insights with practical challenges.

Knowledge Translation: Scholars can make an effort to translate their research into formats that are accessible to practitioners, such as executive summaries, white papers, industry reports, or blogs. Universities and business schools can also offer executive education programs that blend academic theory with practical application.

Consulting and Advisory Roles: Academics can serve as consultants or advisors to organizations, helping them implement research findings while also gaining insights into how those theories perform in practice. This helps create a feedback loop that benefits both parties.

Areas of Active or Potential Research

Contemporary research into the efficacy and improvement of academic outreach and strategic communication for organizational researchers encompasses several key areas. These areas focus on enhancing the impact of research, fostering collaboration, and improving the dissemination of knowledge within and beyond academic communities.

Enhancing Research Impact through Strategic Communication

One significant area of research is the role of strategic communication in enhancing the impact of academic research. Researchers are increasingly recognizing the need to communicate their findings effectively to diverse audiences, including practitioners, policymakers, and the general public. For instance, the work of Harwell et al. (2020) emphasizes the importance of establishing a common framework for strategic communication, particularly in environmental contexts, which can be adapted to various fields, including organization studies. By developing tailored communication strategies, researchers can ensure that their work reaches relevant stakeholders and contributes to informed decision-making.

Community Engagement and Outreach Initiatives

Another area of focus is the development of outreach initiatives that engage communities and stakeholders. Chanthes (2022) discusses how university outreach can foster collaboration in the Triple Helix model, which emphasizes the interaction between academia, industry, and government. By actively engaging with external partners, researchers can enhance the relevance of their work and promote knowledge transfer. This engagement not only benefits the researchers but also addresses community needs, thereby reinforcing the societal impact of academic research.

Leveraging Digital Platforms for Knowledge Dissemination

The use of digital platforms for outreach and communication is a rapidly evolving area of research. The increasing reliance on social media, webinars, and online publications allows researchers to disseminate their findings more widely and engage with a global audience. However, the study by Varelas & Apostolopoulos (2020) primarily focuses on strategic management in the hospitality sector during crises, and does not directly address the broader implications of digitalization for knowledge dissemination in organizational research. Therefore, this citation should be reconsidered or removed.

Addressing Challenges in Strategic Communication

Research also addresses the challenges associated with implementing effective strategic communication practices. Heide et al. (2018) note that organizations often struggle with complexity in their communication strategies, which can hinder outreach efforts. Understanding these challenges is crucial for developing effective communication frameworks that align with organizational goals. By identifying barriers to effective communication, researchers can propose solutions that enhance outreach and improve the overall effectiveness of strategic communication initiatives.

Evaluating the Effectiveness of Outreach Programs

Evaluating the effectiveness of outreach programs is a critical area of research. Studies such as those by Dlamini et al. (2019) explore the challenges faced by public institutions in strategic planning and outreach, emphasizing the need for systematic evaluation to improve program effectiveness. By assessing the impact of outreach initiatives, researchers can identify best practices and areas for improvement, ultimately enhancing the quality and relevance of their outreach efforts.

Foundational Works in Academic Outreach and Strategic Communication

This is not intended to be an exhaustive list but it presents some of the seminal works for those interested in learning more about academic outreach and strategic communication. There is plenty of room for other suggestions, which we welcome.

Schön, D.A. “The Reflective Practitioner: How Professionals Think in Action” (1983)

Schön’s work emphasizes the importance of reflection and communication in professional practice. He discusses how practitioners can bridge the gap between theory and practice through reflective communication, which is essential for effective decision-making in organizations (Cross & Paris, 1988).

Katz, D. and Kahn, R.L. “The Social Psychology of Organizations” (1978)

This book explores the dynamics of organizational behavior and the role of communication in shaping organizational culture. Katz and Kahn emphasize that effective communication is crucial for fostering collaboration and achieving organizational goals (Fraser, 1989).

Hargie, O. “The Handbook of Communication Skills” (1986)

Hargie’s handbook provides a comprehensive overview of communication skills essential for effective organizational practice. It discusses the importance of strategic communication in enhancing interpersonal relationships and organizational effectiveness (Marino & Gerber, 1990).

Tushman, M.L. and Nadler, D.A. “Information Processing as an Integrating Concept in Organizational Design” (1978)

This article discusses the role of information processing in organizational design and emphasizes the importance of strategic communication in facilitating information flow within organizations. Tushman and Nadler argue that effective communication structures are essential for organizational success (Westley, 1990).

Related TAOP Episodes, Events, and Notes

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82: Women of Organizational Scholarship — Classics AoM PDW LIVE

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81: Diversity and Inclusion — EGOS 2021 Special LIVE

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58: Contingency Approach – AOM 2019 Workshop LIVE

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Reflections on the “Process and Practice Perspectives” Workshop at the University of Queensland Business School

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Available Resource Pages

Aisle D – Professional Community

Curated list of resources regarding professional education and development for students, scholars, and practitioners of organization studies. Includes education, outreach, communities of practice, and bridging theory and practice.
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References

Chanthes, S. (2022). University outreach in the triple helix model of collaboration for entrepreneurial development. Journal of Educational Issues, 8(2), 178. https://doi.org/10.5296/jei.v8i2.20086

Gulbrandsen, I. and Just, S. (2016). In the wake of new media: connecting the who with the how of strategizing communication. International Journal of Strategic Communication, 10(4), 223-237. https://doi.org/10.1080/1553118x.2016.1150281

Hargie, O. (1986). The handbook of communication skills. Routledge.

Harwell, M., Molleda, J., Jackson, C., & Sharpe, L. (2020). Establishing a common framework for strategic communications in ecosystem-based management and the natural sciences., 165-188. https://doi.org/10.1007/978-3-030-45843-0_9

Heide, M., Platen, S., Simonsson, C., & Falkheimer, J. (2018). Expanding the scope of strategic communication: towards a holistic understanding of organizational complexity. International Journal of Strategic Communication, 12(4), 452-468. https://doi.org/10.1080/1553118x.2018.1456434

Katz, D. and Kahn, R.L. (1978). The social psychology of organizations, 2nd ed. Wiley.

Kessler, S., Schäfer, M., Johann, D., & Rauhut, H. (2022). Mapping mental models of science communication: how academics in germany, austria and switzerland understand and practice science communication. Public Understanding of Science, 31(6), 711-731. https://doi.org/10.1177/09636625211065743

Lock, I., Wonneberger, A., Verhoeven, P., & Hellsten, I. (2019). Back to the roots? the applications of communication science theories in strategic communication research. International Journal of Strategic Communication, 14(1), 1-24. https://doi.org/10.1080/1553118x.2019.1666398

Schön, D.A. (1983). The reflective practitioner: How professionals think in action. Basic Books.

Tushman, M. L., & Nadler, D. A. (1978). Information processing as an integrating concept in organizational design. Academy of management review, 3(3), 613-624.

Varelas, S. and Apostolopoulos, N. (2020). The implementation of strategic management in Greek hospitality businesses in times of crisis. Sustainability, 12(17), 7211. https://doi.org/10.3390/su12177211

Jump to: Importance | Challenges | Research Areas | Foundational Works | TAOP Episodes | References

Portions of the above text were initially drafted using OpenAI queries including “What the roles of outreach and strategic communication in fostering a professional community of organization researchers?” The inclusion of external links is for informational purposes only, and does not necessarily constitute endorsement by TAOP or any of its members.

Rack DO (Outreach): Professional Networks | Management Consulting | Inclusivity in Organization Studies | Marketing and Engagement

Aisle D (Professional Education): Main Page | The Individual Scholar (DA) | Business Schools & Education (DB) I Communities of Practice & Associations (DC) | Knowledge Management (DK) | Outreach & Bridging Theory and Practice (DO)

Resources: Main Page | Research Methods (A) | Major Theories (B) | Issues and Contemporary Topics (C) | Professional Education (D)