Doors and boundaries: A recent history of the relationship between research and practice in UK organizational and management research

This article looks at a selection of significant episodes in the history of organizational and management research, and the policies in this field of the UK Social Science Research Council. The episodes begin in the Council's early days in the mid-1960s, and run through its high-profile efforts to improve management research at the end of the 1980s to the start of a new initiative sanctioned by the Council in 2001. They have been chosen because they are important milestones in the development of the field. They also illustrate a central issue which has been evident throughout the period: whether management research should be framed as essentially different or merely seen as carrying some sort of deficit or remedial gap with respect to the other 'founding disciplines'. They also illustrate an important dilemma facing the funding agency in its longstanding if erratic attempts to engage with the processes through which social science research is used - namely the tension between the goals and rhetoric of excellence and relevance. One episode which illustrates these issues particularly well is that of the Open Door Scheme, a radical SSRC innovation in the 1970s which encouraged non-academic participation in the selection of management research topics. Changes within the funding agency over the same period are crucial for this story. We reflect on their relevance for the episodic developments within management research. From these points of enquiry, we derive a historical, institutional analysis of the interactions between public research funding and management research, of the interplay between the worlds of practice and research, and the ways in which a dialectic has been constructed between concepts of use and relevance, on the one hand, and excellence and rigour on the other.