52 Information Systems Management, 26: 52–60 Copyright © Taylor & Francis Group, LLC ISSN: 1058-0530 print/1934-8703 online DOI: 10.1080/10580530802384738 UISM Theories: For Academics and Practitioners Theories: For Academics and Practitioners Scott Schneberger 1 , Carol Pollard 2 , and Hugh Watson 3 1 Principia College 2 Appalachian State University 3 University of Georgia Abstract Academics consider theories to be the bedrock of scientific research, while some business practitioners find them esoteric and difficult to understand. Previous discussions on this issue have often framed theories and research in terms of either rigor or relevance—with little middle ground for academics and practitioners to meet. This article maintains theories are useful to academics and practitioners, and that it is essential for both parties to take advantage of the characteristics and usefulness of theories. This article sug- gests specific ways academic researchers and business practitioners can effectively use a full range of theories. Keywords theory, practice, impact of research on business practices Introduction In the 1950s, U.S. business schools were often criticized for conducting and publishing research that was “too practical” and unscientific. As a result, business schools made every effort to support research that was more scholarly and “theory driven” (AACSB, 1997). Indeed, some subsequent highly rigorous and theoretical research, such as on decision making and options buying, led to dra- matic changes in the business world and garnered Nobel prizes. But, the widely publicized Porter-McKibbin report in 1988, set that movement on its head by documenting how little attention corporate leaders paid to highly the- oretical business school research (Porter & McKibbin, 1988). Some information systems researchers have described this debate as one of “rigor versus relevance” and have suggested ways to either reach a compromise between the two, try to do both simultaneously, or at least ameliorate the ups and downs (for example, Robey & Markus, 1998; Benbasat & Zmud, 1999). While academics (people researching and teaching in academia) debate the extent and practicality of theoretical research, business practitioners (those people in the world of business practice) see problems with what topics academics research, the methodologies used, how long the research takes, and how the resulting knowledge is transferred to practitioners. The recent Final Report of the AACSB International Impact of Research Task Force (AACSB, 2008) claims that many business leaders are not aware of the significant, practical advances derived from aca- demic research, and therefore do not value it. The report points out that academic articles based on, for example, theories of finance portfolio selection, capital structure, capital asset pricing, efficient markets, option pricing, and agency theory have had substantial, long-term impacts on business practice—but may not be given the credit by everyday business practitioners. While business schools may be thought of as more theoretically-oriented than application-oriented (Rynes, Bartunek, & Daft, 2001) and faculty are seen as increasingly detached from everyday business issues, some research suggests a positive, correl- ative relationship between “academic quality (number of citations)” and practical relevance as judged by execu- tives, consultants, and human resource professionals (Baldridge, Floyd, & Markoczy, 2004). Simultaneously, academia often prides itself on per- forming research that is free from “commercial agendas” (AACSB, 2008) while using systematic methodologies that painstakingly measure and analyze data. Business practi- tioners, meanwhile, want managerial productivity gains tied directly to commercial, market agendas that are less structured, highly competitive, and under time con- straints. Peer academic journals give priority to academic researchers who perform increasingly sophisticated theoretical and methodological research over academics who stress application and relevance (Bailey & Ford, 1996)—the very things practitioners are seeking. To top it Address correspondence to Carol Pollard, Associate Professor and Executive Director of the Center for Applied Research in Emerging Technologies (CARET), Appalachian State University, Boone, NC, USA. E-mail: pollardce@appstate.edu