| Abstract: | As nonprofit management education develops, it has the opportunity to consider new premises concerning managers' roles. In the design and practice of traditional management education, managers are assumed to be the ultimate users of knowledge. Less attention is given to educating managers to be knowledge generators who combine intimate understanding of issues, problems, and settings with established theory and methods. Based on a discussion of three research projects undertaken in nonprofit settings by participants in a doctoral program for advanced practitioners at the Weatherhead School of Management at Case Western Reserve University, we describe seven dimensions of practitioner‐scholar inquiry. The pattern of practitioner‐scholar research that emerges from these research projects is contrasted with two other modes of knowledge production. Implications for practitioner‐scholar inquiry and for the education of practitioner‐scholars in the nonprofit sector are discussed. |
