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Abstract:
Academic management research has a serious utilization problem. In this field, mainstream research tends to be description-driven, based on the paradigm of the 'explanatory sciences', like physics and sociology, and resulting in what may be called Organization Theory. This article argues that the relevance problem can be mitigated if such research were to be complemented with prescription-driven research, based on the paradigm of the 'design sciences', like Medicine and Engineering, and resulting in what may be called Management Theory. The typical research products in Management Theory would be 'field-tested and grounded technological rules'. The nature of such rules is discussed as well as the research strategies producing them.

Abstract:
The relevance problem of academic management research in organization and management is an old and thorny one. Recent discussions on this issue have resulted in proposals to use more Mode 2 knowledge production in our field. These discussions focused mainly on the process of research itself and less on the products produced by this process. Here the focus is on the so-called field-tested and grounded technological rule as a possible product of Mode 2 research with the potential to improve the relevance of academic research in management. Technological rules can be seen as solution-oriented knowledge. Such knowledge may be called Management Theory, while more description-oriented knowledge may be called Organization Theory. In this article the nature of technological rules in management is discussed, as well as their development, their use in actual management practice and the potential for cross-fertilization between Management Theory and Organization Theory.

Abstract:
In this article we discuss the nature and productivity of informal innovation networks, i.e. informal collaborative arrangements between organizations engaged in product or process innovation. Such networks can be used in any phase of the innovation process, but their informal nature makes them especially suited for its fuzzy front end. We explore their potential in technology exchange and learning on the basis of a combination of organization network theory and knowledge management theory. We discuss issues in network governance and network operational management and discuss the basic dilemma - which we named the Daphne-dilemma - facing attempts to improve the productivity of informal innovation networks: too little management effort may lead to under-exploitation of their potential and poor productivity, but too much management effort may destroy their informal nature and hence their creative and explorative potential.