Editor-in-Chief Lecture
Author
Professor of Sport Management, Department of Sport Management, Faculty of Sports Sciences, University of Guilan, Rasht, Iran
Abstract
Theory, as more than a mere foundation for education and research, can also serve as a basis for action and implementation. Some scholars, by analyzing the historical-scientific evolution of the sport management discipline, argue that we are currently in a phase of theoretical reinforcement and theory-practice convergence. Historically, a significant divide existed between theory and practice, distinguishing academics (representing academia and theory) from practitioners (managers and implementers). This gap may not stem from the inherent flaws of theory or research itself, but rather from the fact that theoretical and research endeavors have often been decoupled from the actual discourses and challenges of sport management. In other words, when theory and research are not driven by real-world problems, the likelihood of producing applied knowledge capable of bridging the research-practice gap diminishes. Consequently, to address the challenges of theoretical application, a shift toward problem-oriented research is essential, and investing in such approaches is a fundamental responsibility of academia.
In addition, academic researchers possess the autonomy to pursue research solely for publication in scholarly journals, without regard for practical application or field engagement. However, the portion of research must be both practical and industry-relevant. This is because academic researchers require access to industry settings to conduct practucal research, and the ultimate objective of specialists should be to provide actionable solutions for sport practitioners and stakeholders. Furthermore, as many athletes and sports organization employees pursue higher education, this divide has begun to blur. Therefore, the responsibility of forging this connection falls largely on those who have transitioned from the field of sport to the realm of theory. If these individuals fail to anchor their practical actions within theoretical frameworks, the underlying issues must be re-analyzed. Moreover, researchers who fail to engage in dialogue and interaction with sport managers and organizations risk becoming trapped in “ivory tower” theorizing. It is noteworthy that many management theories have actually emerged from practical experience and were subsequently formalized into theoretical frameworks.
Researchers in sport management must strive for unity and coherence between theory and practice, establishing appropriate conduits for linking theory to existing issues (problem-oriented research) to ensure utility for managers. The knowledge produced by sport management researchers must exert a tangible influence on the experiences and actions of managers. It is my contention that academics have been the primary drivers in establishing this connection. Mutually beneficial research initiatives can significantly enhance knowledge transfer; collaboration with industry professionals allows researchers to obtain unfiltered, high-quality data regarding business operations. Thus, strengthening the link to practice through authentic participatory training, research, and professional services narrows the existing gap and creates an ideal opportunity for the application, testing, and, most importantly, the generation of theory. The greater the distance between academics and practitioners, the more difficult it becomes to provide authentic knowledge.
In summary, theory should function as a mechanism to connect cognition with action in the workplace. Rather than viewing theory and practice as antithetical, they should be regarded as symbiotic. Theory and practice are not opposites; rather, they are complementary and represent two facets of a single entity that lose meaning when divorced from one another. We must avoid the fallacy of excessive separation. A theorist who possesses only abstract expertise and whose theories collapse upon contact with empirical realities is insufficient; likewise, a pure practitioner who lacks a theoretical foundation may fall into the trap of ritualistic routines and repetitive tasks, offering mere excuses such as “gaining experience” without genuine innovation. Ultimately, effective practice relies on rigorous research and sound theory, while theory-based knowledge facilitates purposeful and strategic action. Sport management scholars must develop robust knowledge systems to provide the necessary guidance for future practitioners. The perceived dichotomy between theory and practice must be dismantled. What is required for the sustained growth of both knowledge and practice in this discipline is a unification of perspectives and collaboration among sport management scholars, academics, and practitioners to support one another’s intellectual and practical endeavors. Academics must provide the models and theories that enable practitioners to perform their professional duties more efficiently, ensuring that management thought and action remain theory-driven.
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