Systematic reviews of academic research have not impacted management practice as much as many researchers had hoped. Part of the reason is that researchers and managers differ so significantly in their knowledge systems—in both what they know and how they know it. Researchers can overcome some of these challenges by including managers as knowledge partners in the research endeavor; however, doing so is rife with challenges. This article seeks to answer, how can researchers and managers navigate the tensions related to differences in their knowledge systems to create more impactful systematic reviews? To answer this question, we embarked on a data-guided journey of the experience of the Network for Business Sustainability, which had undertaken 15 systematic reviews that involved researchers and managers. We interviewed previous participants of the projects, observed different systematic review processes, and collected archival data to learn more about researcher-manager collaborations in the systematic review process. This article offers guidance to researchers in imbricating academic with practical knowledge in the systematic review process.

对学术研究的系统评价并未像许多研究人员所希望的那样对管理实践产生太大影响。部分原因是研究人员和管理人员在知识体系方面（无论他们所知道的和如何知道的）差异很大。研究人员可以通过将管理人员纳入研究工作中作为知识合作伙伴来克服其中的一些挑战。但是，这样做充满了挑战。本文力求回答，研究人员和管理人员如何才能应对与知识系统差异有关的紧张关系，以创建更具影响力的系统评价？为了回答这个问题，我们开始了以数据为导向的旅程，以企业可持续发展网络的经验为基础，该网络进行了15项系统研究，涉及研究人员和管理人员。我们采访了项目的先前参与者，观察了不同的系统审查过程，并收集了档案数据，以了解有关系统审查过程中研究人员与经理合作的更多信息。本文为研究人员在系统评价过程中将实践知识与学术联系起来提供了指导。