Management knowledge: hybrids of action and knowledge

There's a world of difference between managers and management academics. The divide between managerial practice and scientific management research sometimes gives rise to a split understanding of management. On the one hand, action, and on the other, knowledge.
As a contribution to the epistemology of management, this book considers management as knowledge, underpinning a theoretical matrix that combines action and knowledge.
This matrix, based on the theories of action shaped by Weber, Hayek, Simon and Boudon, distinguishes four types of rationality, which form the basis for as many rules of action. Following on from the four models of science documented by Piaget, we identify four knowledge projects. The combinations of rules of action and knowledge projects thus polarize management knowledge around privileged meeting points: descriptive, theoretical, ethical and praxeological.
Hybridizing rules of action and knowledge projects, management knowledge is seen here as constitutive of mediation operations, the main result of which is also the clutch: the praxeological.