Case Studies in Exercise and Sport Sciences: A Powerful Tool to Bridge the Science-Practice Gap

2018 ◽  
pp. 1-9 ◽  
Author(s):  
Israel Halperin
Keyword(s):  
Case Studies ◽  
Science Practice ◽  
Practice Gap

Case Studies in Exercise and Sport Sciences: A Powerful Tool to Bridge the Science–Practice Gap

2018 ◽  
Vol 13 (6) ◽  
pp. 824-825 ◽  
Author(s):  
Israel Halperin
Keyword(s):  
Knowledge Base ◽  
Case Studies ◽  
Communication Channel ◽  
Elite Athletes ◽  
Science Practice ◽  
Research Collaborations ◽  
Peer Discussion ◽  
Practice Gap ◽  
Fruitful Research ◽  
And Training

Despite the progress made by the scientific exercise community in collaborating and communicating with nonscientist coaches, there is room for improvement. Coaches find research difficult to understand, feel that their interests are not being addressed by exercise research, and rely on peer discussion to further their coaching knowledge base while consuming few peer-reviewed articles. One useful strategy to bridge the science–practice gap is with case studies. In addition to furthering our understanding of the physiology, psychology, and training schedules of elite athletes, case studies can serve (1) as a useful communication channel with coaches if presented as narratives and (2) to establish and strengthen relationships between scientists and coaches, leading to fruitful research collaborations. The purpose of this invited commentary is to discuss these 2 less-recognized benefits of case studies and propose a way to incorporate case studies more frequently alongside group-based studies.

Evidence-Based Practices for Anxiety: Has the Science-Practice Gap Narrowed?

2019 ◽  
Author(s):  
Stacy Freheit ◽  
Gisel G. Suarez Bonilla ◽  
Christopher S. Vye ◽  
Bruce E. Clark
Keyword(s):  
Evidence Based ◽  
Science Practice ◽  
Evidence Based Practices ◽  
Practice Gap

A conceptual framework for understanding the perspectives on the causes of the science-practice gap in ecology and conservation

2017 ◽  
Vol 93 (2) ◽  
pp. 1032-1055 ◽  
Author(s):  
Diana Bertuol-Garcia ◽  
Carla Morsello ◽  
Charbel N. El-Hani ◽  
Renata Pardini
Keyword(s):  
Conceptual Framework ◽  
Science Practice ◽  
Practice Gap

scholarly journals State of Science: Bridging the Science-Practice Gap in Aging, Dementia and Mental Health

2018 ◽  
Vol 66 ◽  
pp. S28-S35 ◽  
Author(s):  
Christopher M. Callahan ◽  
Daniel R. Bateman ◽  
Sophia Wang ◽  
Malaz A. Boustani
Keyword(s):  
Mental Health ◽  
Science Practice ◽  
Practice Gap

The Science-Practice Gap

2011 ◽  
pp. 135-153
Author(s):  
Robert J. Cabin
Keyword(s):  
Science Practice ◽  
Practice Gap

Science-Practice Gap

2015 ◽  
pp. 1-7 ◽  
Author(s):  
Scott O. Lilienfeld ◽  
Lorie A. Ritschel ◽  
Steven Jay Lynn ◽  
Robin L. Cautin ◽  
Robert D. Latzman
Keyword(s):  
Science Practice ◽  
Practice Gap

The Performance Management Fix Is In: How Practice Can Build on the Research

2015 ◽  
Vol 8 (1) ◽  
pp. 80-85 ◽  
Author(s):  
Paul E. Levy ◽  
Stanley B. Silverman ◽  
Caitlin M. Cavanaugh
Keyword(s):  
Performance Management ◽  
Organizational Psychology ◽  
The State ◽  
Science Practice ◽  
The World ◽  
Practice Gap ◽  
The Creation ◽  
Industrial And Organizational Psychology ◽  
Scientist Practitioner Model ◽  
The Way

The scientist–practitioner model of training in industrial and organizational psychology provides the foundation for the education of industrial and organizational psychologists across the world. This approach is important because, as industrial and organizational psychologists, we are responsible for both the creation and discovery of knowledge and the use or application of that knowledge. In multiple articles recently published in this journal, Pulakos and her colleagues (Pulakos, Mueller Hanson, Arad, & Moye, 2015; Pulakos & O’Leary, 2011) have argued that performance management (PM), as applied and implemented in organizations, is broken. This is not a unique take on the state of PM in organizations, as others have been arguing for many years that PM is no longer working in organizations the way that we would like it to work (Banks & Murphy, 1985; Bretz, Milkovich, & Read, 1992). Further, for many years and in many Society for Industrial and Organizational Psychology conference panels and debates in the literature, we have been inundated with discussions and conversations around the science–practice gap and around the gap being especially evident in PM.

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