“…Importantly, high levels of trust and opportunities for social interaction are critical aspects of successful school reform (Bryk & Schneider, ), as well as an important part of research utilization for school improvement at all levels of educational governance. At the local level, the formal and informal organizational structures between educational leaders (district officials and principals) contribute to the flow of research evidence within school districts (Honig & Venkateswaran, ; Honig, Venkateswaran, McNeil, and Twitchell, ), as well as between district central offices and school buildings (Daly, Finnegan, Jordan, Moolenaar, & Che, ; Daly, Finnegan, Moolenaar, & Che, ). Problematically, underperforming schools—presumably the most in need of reform‐related knowledge and well‐researched solutions—may be the least likely to share information related to research as well as be connected to external educational information networks (Daly & Finnegan, ).…”