Why Manager Involvement Matters in Systematic Reviews

Traditional systematic reviews rarely change how managers work, mainly because researchers and practitioners operate in fundamentally different knowledge systems. This study reveals that making managers true partners—not just end-users—throughout the review process leads to more actionable findings and greater impact on practice.​

Bridging Academic Rigor and Practical Relevance

The research, based on 15 collaborative reviews, documents that the path to impact is challenging: integrating managerial perspectives requires active, ongoing dialogue and a willingness to balance scholarly rigor with practical utility. Including managers early, co-designing questions, and jointly interpreting results are crucial for blending rigorous science with real-world needs.​

Making Collaborative Reviews Work

For researchers, the message is clear: invite managers to shape the process from the start. For managers, contribute practical expertise throughout. For funders, support these time-intensive collaborations that bridge academic and practitioner knowledge to ensure that systematic reviews are relevant, robust, and truly useful for management decision making.