Crossing the Chasm: How to Convert Relevant Research Into Managerially Useful Research

There is growing concern within the Academy of Management that a big and growing gap exists between management research and practice. The persistence of this gap is a mystery! Over the past 20 years, literally hundreds of ideas have been proposed to close it. Yet nothing seems to work and according to some, the gap continues to grow. Why is that? Is it that all the ideas proposed are bad or are we simply guilty of not implementing our own ideas in a manifestation of the “knowledge—doing gap”? In this article, the author proposes that a much more serious issue may be at work. Specifically, the author argues that our research is (sufficiently) relevant but still not what our customers (i.e., the managers) want or need. The gap that exists is not between rigorous and relevant research; it is between relevant and useful knowledge. For our (relevant) research to become managerially useful, it still needs to go through a transformation. Unfortunately, academics are not good at this transformation process. This has a serious implication on what we actually need to do to make our research more managerially useful.