Navigating turbulence: the impact of turnover on trust and sustainability in research-practice partnerships

Purpose This study investigates how leadership turnover influences trust dynamics and collaborative effectiveness within Research-Practice Partnerships (RPPs), specifically examining a nine-year, equity-focused CSforALL initiative in K–8 education. Design/methodology/approach Using a qualitative approach informed by grounded theory, this study drew on in-depth semi-structured interviews and focus groups with 31 diverse stakeholders, including principals, academic directors and project leadership. Data were systematically analyzed to identify themes related to trust and turnover impacts. Findings The analysis identifies three mechanisms through which leadership turnover reshaped trust within the partnership: (1) the loss of institutional memory and relational bridges, (2) the proceduralization of collaboration and (3) the repositioning of researchers from collaborative partners to external actors. Together, these mechanisms illustrate how leadership transitions alter the relational and organizational conditions under which trust is built and sustained, leading to shifts in communication, access and coordination across the partnership. Research limitations/implications The study is limited to one specific initiative, suggesting a need for comparative studies across diverse contexts to enhance generalizability. Practical implications The findings suggest the importance of developing distributed leadership structures, establishing onboarding processes for new leaders and investing in relational infrastructure to sustain collaboration during periods of transition. Originality/value This study contributes to the RPP literature by moving beyond descriptive accounts of turnover to identify the underlying mechanisms through which leadership transitions reshape trust and collaboration in long-term partnerships.