Facilitators and inhibitors of the transfer of knowledge between scientists and practitioners in human resource management: Leveraging cultural, individual, and institutional variables

Industrial-organizational psychologists in university settings and human resource managers in organizational settings comprise “two solitudes”. The psychologists toil at discovering theory and data to enable managers to increase an organization's effectiveness. The managers are either unaware or unconvinced of the value of psychological theory and research. Eight prescriptive ways are suggested to facilitate reciprocal learning between these two solitudes. A triadic framework is discussed for removing the inhibitors that currently maintain the two solitudes.