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.
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.
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.