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This qualitative cross-case study applies principal-agent theory to explain the myriad challenges captured in the growing literature on research-practice partnerships. We find that a combination of divergent objectives, information asymmetry, adverse selection, and pathological delegation complicate and weaken district efforts (as principals) to incentivize researchers (as agents) to meet district needs. Despite these structural complexities in the principal-agent relationship, preliminary findings suggest that RPPs can design specific routines and structures to mitigate many of these challenges. These include: creating boundary spanners; holding consistent, formal meetings; and leveraging limited incentives. Our findings reveal the complexity of researcher-practitioner relationships and have implications for those seeking to bridge the gap between research and practice.