A theory of actionability: complementing rigour and relevance in management research

Abstract

Our purpose is to contribute to the debate on how to close the gap between management research and practice and to offer a solution. We analyze the literature investigating the research-practice gap including evidence-based management, mode 1 and 2 knowledge generation, design science approaches, and action research. We argue that in order to narrow the gap between management research and practice and more effectively contribute to management learning, we need to engage in research that, in addition to being rigorous and relevant, is actionable. We offer a theory of actionability with enabling propositions that would facilitate the design of management research through explicit consideration of actionability dimensions – causality, persuasiveness, context, conceptual clarity, operationality, comprehensiveness, and comprehensibility. We propose a conceptual model to bring rigour, relevance, and actionability into greater coherence through a trusted sustainable collaboration among the producers, arbiters, and users of management knowledge. Valuation Insight: The paper argues that management research needs to be "actionable" to enhance its practical value. Actionable knowledge empowers managers to make research-informed decisions with a higher probability of success. Such decisions add value to corporations through improved evidence-based management.