The focus of this essay is on the relationship between researchers and external organisations or the practitioners, as I like to present them. While reading trough several articles and books in my field of interest, applying psychology to the work place is not always straightforward. The researchers or the academics are sometimes writing papers for publication but might not be addressing the issues to the people in the external organisations, managers and practitioners and try to solve the problems they are facing.

Is there a gap between research and practice?

Why is there a gap?

What can be done to close this gap and by that make a more productive relationship between researchers and external organisations?

The long-standing gap between research and practice in general is a matter of national concern. Why is there a failure in bringing research knowledge successfully into organisations? (Abbott, Walton, Tapia, & Greenwood, 1999)

Along with the science-practice gaps identified by Rynes et al. (2002), a number of major changes occurring in the workplace over the last 10 years (e.g., increases in demographic diversity, changes in the nature of work, increases in outsourcing and downsizing, and skill shortages) suggest the need for HR practitioners to learn about new research findings that can assist in improving the management of HR. (Burke, Drasgow, & Edwards, 2004)

There are numerous terms that can be used synonymously when talking about work psychology: industrial, applied, organisational, occupational and work psychology are all used interchangeably as well as related terms as industrial and organisational psychology and ergonomics. Due to historical reasons as well as ethnocentrism so many terms exists. In this essay the term applied psychology will be used. It is contrasted with pure psychology and it encompasses all psychology looking at the