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This paper seeks to investigate what the marketing field can learn, with regard to the academic/practitioner divide, from other management disciplines that have a range of different relationships with their respective practitioners.

The authors carried out 68 interviews of academics, practitioners and experts/consultants involved in academic/practitioner engagement from the marketing, accountancy, strategic management and organisation studies disciplines.

The most interesting aspects relate to two areas: exclusive engagement (as exemplified in accountancy) versus inclusive engagement (as exemplified in strategic management), and the practices associated with participative research (as exemplified in organisation studies). The appropriate approach to engagement will depend on the nature of the relationship between the academic field and its particular community of practitioners.

The research is limited to academics, practitioners and experts/consultants operating from the UK. However, the findings on the challenges of engagement are consistent with those reported in the extant literature.

The first implication relates to defining what we mean when we talk about “practice”. The literature is often vague with regard to this. Does it relate to functional professionals or a far wider group of non‐specialists? A useful starting point might be to conduct an audit to clarify where aspects of marketing theory are relevant. The second implication relates to what needs to be done to engage with non‐inclusive groups of practitioners. Some conditions required for success are outlined.

The paper explores a knowledge gap in relation to the practice of engagement. It identifies why it is important to debate the nature of the practitioner community, and provides some guidelines for effective engagement.

To demonstrate how applied projects integrated within master’s level graduate programs in the organizational sciences provide students with experiences that facilitate the translation of classroom concepts into practices that positively impact individual, organizational, and societal level outcomes.

We discuss how the scientist-practitioner model guides our thinking regarding the development of cocurriculum options for master’s level students. To give context, we provide thumbnail sketches of two applied programs — a master’s of science degree program in industrial-organizational psychology and a master’s of business administration (MBA) program — that serve as exemplars for linking practice with science.

We demonstrated, with specific examples, how practicum courses can bridge curricular and cocurricular offerings in stand-alone master’s programs, thus offering a glimpse into the range of activities completed by master’s students with little to over 20 years of work experience: job analysis, interview protocol development, program evaluation, talent acquisition, performance management, coaching, as well as training strategy ideation and delivery. We conclude the chapter with final reflections on the use of practicum classes in master’s level training.

The practicum courses detailed serve as unique exemplars of how to apply theory and research to organizational problems, thus bridging science and practice in the organizational sciences.

This paper provides insight into the importance of interim reports of UK listed companies to investment analysts. The primary objective of financial reporting is assumed to be the provision of information to help investors make rational investment decisions. In this study, a survey of financial analysts and fund managers was undertaken to determine their perception of the importance of 113 items disclosed in interim reports. The main findings demonstrate that both financial analysts and fund managers perceive disclosure items in the profit and loss account and cash flow statement sections as the most important. Additionally, the results show that there are similarities between financial analysts and fund managers with regard to the relative usefulness of items in the profit and loss account, balance sheet, cash flow statements and accounting policies and notes. However, significant differences exist between the two groups with respect to management commentary information. Overall, the conclusion that can be drawn from these results is that increased disclosure in interim reports is useful to investment analysts. These findings are important for policy‐makers and companies as the views of investment analysts (as users of financial reports) are essential in the attempt to improve disclosure.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.