The gap between science and practice in personnel selection is an ongoing concern of human resource management. This paper takes Oliver's framework of organizations' strategic responses to institutional pressures as a basis for outlining the diverse economic and social demands that facilitate or inhibit the application of scientifically recommended selection procedures. Faced with a complex network of multiple requirements, practitioners make more diverse choices in response to any of these pressures than has previously been acknowledged in the scientific literature. Implications for the science‐practitioner gap are discussed.
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Ute‐Christine Klehe (2004) studied this question.
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