Seesawing between Social Science and Managerial Practice - on the Art of Duality in Learning Partnerships

Abstract

Production and transfer of knowledge between social scientists and commercial companies in learning partnerships are filled with misunderstandings and unfulfilled expectations. This paper analyzes the duality of learning partnerships in single case studies. It discusses the two distinct sets of expectations and interests in production and transfer of knowledge, and it suggests how the business partner as well as the social scientist may benefit from a partnership. To improve the processes and results (for both parties) in learning partnerships we argue that the social scientist must possess skills that distinguish her from the management consultant. We argue that the social scientist’s primary contribution to her business partner is conceptual framing of organizational phenomena. Finally, we make recommendations for handling duality in learning partnerships within organizational analysis.