This chapter builds on five major management concepts (Balanced Scorecard, Blue Ocean Strategy, Business Model Canvas, Disruptive Innovation, and Open Innovation) for which we have studied the scholar-practitioners interactions that took place over time during their development. We show that these interactions take four different forms, namely the ambidexterity, the mediation, the partnership and the popularization. We detail each of them by relying on examples from the five management concepts. They constitute a fine-grained model of collaboration between academics and practitioners that offers solutions to the tensions taking place at the scholar-practitioner interface.
