Abstract
Existing discourse on the research-practice gap underplays the role of practitioners and assumes that the existence of the gap is due primarily to deficiencies in theory. This conceptual paper problematizes this assumption and explores in practice why practitioners have not been able to harness and apply insights from organisation theory (OT) and information systems (IS) research . Drawing on the concept of knowledge boundaries, several key arguments are made. Firstly, a pragmatic knowledge boundary divides academics and practitioners. Secondly, the novelty of OT and IS research at this knowledge boundary hinders practitioners' ability to constructively assess it, which results in contradictions and discourages its application in practice. Finally, when academics and practitioners collaborate to promote deeper engagement, and when effective boundary-spanning objects are used, there are signs that the research-practice gap can be overcome. These arguments are illustrated through a case-study of employees in a medium-sized IT consulting company.
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