How do knowledge brokers work? The case of WERS

A resource-based view of organizations suggests that internal knowledge is amongst the most important sources of competitive advantage. Regardless of whether these ideas are exaggerated, it is not necessary to buy into them all to accept the significance of knowledge as a resource. Knowledge is complex, multi-faceted, intangible, often tacit and specialised; consequently, it is difficult to manage exchange. This has implications for narrowing the gap between academic research and policy impact, and for developing policy-relevant academic research. This paper examines how one particular study, the Workplace Employment Relations Study (WERS), uses KBs to bridge the gap between research and practical knowledge. the findings indicate that KBs in both government and academia have been essential in the effective deployment of WERS research in policy-making and commercial practice.