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President's Message
Green Management Mattered in Chicago
Concluding Remarks from the 2009 Theme Program Chair
Couldn't Make it to Chicago for the AOM 2009 Annual Meeting?
Green Management Matters for AOM Operations
The Academy of Management Annals Volume 3 Reception in Chicago
AOM Green Booth
Meet the Board of Governors
AMR Best Paper of the Decade: 1998-2008
The 2009 Distinguished Service Award
The 2009 Distinguished Scholar-Practitioner Award
The 2009 Distinguished Educator Award
The AMJ 2008 Best Paper Award
The AMLE 2008 Best Paper Award
The AMR 2008 Best Paper Award
The AMP 2008 Best Paper Award
The George Terry Book Award
The Award for Scholarly Contributions to Management
The 2008 William H. Newman Award
The 2008 Carolyn Dexter Award
ENT Division Initiative Recognized as Academy-wide Best Practice in Chicago
Dare to Care: The 2010 Meeting Theme
2010 All Academy Theme Sessions
New and Enhanced Elements in the 2010 Program
Message from the PDW Chair
2009 Board of Governor Nominationss
Division and Interest Group Enterprise and Challenge Awards: Call for Proposals
Call for Nominations - The Carolyn Dexter Award
Call for Nominations - 2010 Career Achievement Awards
Call for Nominations - George R. Terry Book Award
Call for Nominations - William H. Newman Award
Academy of Management Annals - Editor Search
Academy of Management Journal - Editor Search
Call for Submissions - Award for Dissertation Research on Small Groups
Call for Papers - Sensemaking, Organizing and Storytelling
Cary L. Cooper Appointed Chair of the Academy of Social Sciences
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American Public University System Vice President Wins Award for Innovation in Online
Learning
New Book Announcement - Spirituality and CSR
New Book Announcement - Ten Rules for the Persuasive Researcher
In Memoriam - Richard H. Franke
In Memoriam - William B. Wolf
Past President’s Message
James P. Walsh
President’s Message:
A Look Inside Our Invisible College
Scholars have been gathering to collect and advance their insights and discoveries since at least
the time of the Renaissance. The Academia Secretorum Naturae, for example, was established in
Naples 450 years ago. Conceived in 1936, the Academy of Management is a professional
association marked by high purpose. With more than 18,000 members in over 100 countries, we
come together to develop, advance, record and disseminate our understanding of management
and organizations, not just for our own good, but if I can be so grand, for the good of humanity.
At a fundamental level, the process of organizing, and the fact of organization, mark and define
our social and economic lives. We work to enable organizations to serve our noblest aspirations.
I am honored to serve as the Academy’s 65th president. With a personal history in this
association that goes back over 25 years, a deep understanding of our accomplishments and
capabilities, and a fairly clear-eyed appreciation of our current opportunities and challenges, I
could use this opportunity to talk about the past, present and future of the Academy of
Management. This is a typical presidential message and certainly an appropriate one.
Nevertheless, I am going to break with that tradition here. Just two months ago, Angelo DeNisi,
our now past-president, delivered a compelling address that articulated these challenges and
opportunities. There is no reason to cover that same ground again so soon. I want to talk about us
instead. Rather than talking about our future, I want to talk about the people who work so hard to
ensure it.
Notwithstanding my years of membership, I never quite appreciated all that everyone does to
make us who we are. I guess that is not surprising. We do work in an invisible college after all.
With three full years of service on the Board of Governor’s Executive Committee under my belt,
however, I can now fully appreciate what everyone does. Of course, much of this work is done
by us, the members. Ironically, while almost all of it is visible, it is largely unseen. And then
there is the work done by our professional staff in New York. Their efforts are invisible and
unseen. All of this work is awe-inspiring.
It is a good idea to stop every now and again to simply appreciate all that we do. We should
never take our efforts for granted. We are a volunteer, member-driven association after all.
Without us we are nothing. And so, I want to use my opportunity here to share all that I have
observed with you. I will begin by looking at how we sustain our three major activities. We
publish our ideas and research findings; we come together to meet face-to-face every year; and
we largely self-organize to deliver the services we need. Let’s take a look at each in turn.
Our Publications. The Academy of Management offers its members four journals, an annual
review series, and the proceedings of our annual meeting. Last year alone, we generated 5,615
pages of insight: AMJ, 1,285 pages; AMR, 770 pages; AMP, 405 pages; AMLE, 640 pages; the
Annals, 605 pages; and the Proceedings, 1,910 pages. But of course, this scholarly work does not
simply appear out of thin air. All manner of people devoted countless hours to create, produce,
and deliver it to us. To begin, 1,145 of our colleagues wrote those papers (747 of them authored
Proceedings’ papers). We all know what is involved in conducting high quality scholarship. It is
certainly not for the faint of heart. These authors deserve our utmost admiration and appreciation.
But of course, they do not work alone. Our editorial teams work tirelessly to help them bring us
their theoretical ideas, research results, and pedagogical insight. Although the workload can be
crushing, we step up to help each other because we know that we must. Scholarship is at the
center of our being.
Let’s consider all that goes on behind the scenes of these publications. Pardon the repetitive
nature of what is to come but I want to be sure that we appreciate what it takes to bring us these
publications. Duane Ireland is the editor of the Academy of Management Journal. He has 9
associate editors, 155 editorial board members, and 1,271 ad hoc reviewers to call upon.
Together these folks reviewed 987 submissions last year. Amy Hillman is the editor of the
Academy of Management Review. She works with 7 associate editors, 136 editorial board
members, and 371 ad hoc reviewers. They reviewed 488 submissions last year. Garry Bruton is
the editor of the Academy of Management Perspectives. He works with 3 associate editors, 25
editorial board members, and 51 ad hoc reviewers. They considered 165 papers and proposals
last year. Ben Arbaugh, the editor of the Academy of Management Learning and Education, has
6 associate editors, 91 editorial board members, and 77 ad hoc reviewers to call upon. They
reviewed 200 submissions last year. Art Brief and I edit the Annals. We solicited and developed
a dozen critical reviews last year. And after being appraised by our elaborate annual meeting
review process, George Solomon worked to publish 318 condensed papers in the Proceedings.
Under the leadership of our indefatigable editors, over 1,500 authors and reviewers brought this
scholarship to us. We are in their debt.
Our Annual Meeting. Notwithstanding the worst economic climate in three generations, over
10,000 people traveled from 64 countries to attend our annual meeting last summer. In fact,
registration was up 8% over the previous year. As Susan Jackson, the Program Chair, observed
in the Academy of Management News, more than 10,000 individuals made this meeting possible.
8,380 people presented their ideas in one form or another (as authors, session chairs, facilitators,
discussants, and caucus organizers). And of course, just as our publications need colleagues to
review and develop our work, so too does our annual meeting. Sixty-one Program, PDW, and
other Chairs worked with over 5,200 reviewers to bring us our best work. Of course, these efforts
were complemented by the contributions of the members of the Local Arrangements Committee,
the Greening Committee, the Placement Committee, the Director of Sponsorships, all manner of
award committees, and our professional staff. And of course, the meeting could not happen
without the contribution of our sponsors, local institutions and exhibitors. Everyone deserves our
gratitude.
Our Services. The Annual Meeting may be the AOM’s annual capstone event, but it is just the
capstone. Volunteers work year ‘round in a more dispersed fashion to make us all better. I have
already mentioned our editorial work. But of course, our placement committee connects job
seekers with potential employers. Last year, we enabled 1,795 jobseekers to consider one of the
573 jobs that we helped to advertise. These job seekers had access to positions from 81 non-US
employers in over 27 countries. The scope of our placement operation is quite international these
days.
Twenty-four divisions and interest groups comprise the Academy of Management. They range in
size from smaller groups like Management History (394 members) and Careers (650 members)
to such large communities as Business Policy and Strategy (5,202 members) and Organizational
Behavior (5,836 members). Each group has its own elected slate of officers, officers who often
serve their members for anywhere from three to five years, rotating through their various
assignments. At the moment, over 280 people serve us in these 24 groups. These folks work as
division officers, division representatives, secretaries, treasurers, historians, webmasters, listserv
managers, newsletter editors, and more. At the Academy level, 14 colleagues serve on the Board
of Governors (also giving us anywhere from three to five years of their lives…after almost
always having served us as a division, affiliate or associate officer and as some kind of editor).
And people staff a host of standing committees and task forces. The members of our Ethics (11
members), Membership (15 members), International Theme (6 members), Teaching (2
members), Practice (10 members), and Mentoring (2 members) committees, as well as the two
people who serve as our Historians, all deserve our appreciation. And of course, we form task
forces as needed. At the moment, the 30 members of the Board of Governor’s Strategic Planning
initiative, the 12 members of the International Meeting Task Force, and the 11 members of the
Annual Meeting Welcoming Task Force deserve our thanks.
I venture to say that even the most oblivious among us know that many of our colleagues
generously volunteer their time and talents to serve us. But I can say with confidence that very
few of us have any idea of what goes in our New York headquarters. Working side by side with
our professional staff has been the greatest joy of my time as an Academy Officer. While they
are not members of our association, they knock themselves out for us. I will try to chronicle just
a smattering of their recent initiatives here. In so doing, I hope I can communicate just how
fortunate we are to have them by our side.
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Support for our strategic planning efforts. Our staff has been central to any success we have
had in our strategic planning process. As I said, thirty-one of us are involved in this effort.
The staff has been working hard on this initiative for well over a year now. Among their
many contributions, they compiled copious member data, conducted a membership survey,
and then combed through our archives to produce an historical record for ten strategic issues.
In the end, the staff wrote thirteen really insightful papers to inform our discussions. Their
work has been stunningly good.
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Can we hold our annual meeting outside of North America? This question has been top of
mind for years. I think it is fair to say that ”everyone” is inclined to hold our meeting outside
North America sometime sooner than later. And yet, few know exactly what is involved in
doing so. Our staff wrote an incredibly comprehensive report that detailed just what it would
take to hold the meeting somewhere beyond the borders of Canada and the United States.
Their analysis was as compelling as it was sobering. Unfortunately, it is just not feasible right
now. As a result, the Board voted to hold a smaller--and hopefully very innovative--meeting
outside of North America just as soon as we can. A Task Force is planning this event as we
speak.
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AOM Connect. We can thank our staff in New York for AOM Connect, our new online
networking platform. It promises to make a huge contribution to our lives. With members
scattered over 100 countries, it is crucial for us to be able to come together virtually. This
new platform could be transformative. More than 3,800 members have visited the site since
its launch; users are spending significant time there, returning in high numbers and
accounting for over 70,000 page views. Over 30 new groups have formed already. I
encourage you to visit the site at http://connect. aomonline. org
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Podcasting. We have been experimenting with podcasts for a couple of years now. Forty-one
sessions in Chicago were selected by our Program Chairs to be recorded. More than 1,000
colleagues have enjoyed these sessions after-the-fact. They can be found at http://www.
softconference. com/aom/slist. asp?C=2944
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Volunteer Support. Division officers constantly cycle through different sets of
responsibilities. As a result, our association is something of a perpetual training machine. We
decided to try to codify at least the basic information that Program and PDW Chairs need in
order to do their jobs. Our Meetings and IT folks developed two online training modules this
year; thirteen more are in development. They also worked to enhance our now centralized
annual meeting review system. Moreover, all four journals now use Scholar One, an online
submission and review system. Scholar One both simplifies the manuscript submission
process for members and eases the editor’s workload. It also increases security, reduces
turnaround times, and improves communication. We are trying hard to use technology to
streamline and improve our ability to work together.
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Financial stewardship. While we certainly invest in our headquarters’ operations, it is clear
that we enjoy a fine return on that investment. Thanks to their careful stewardship of our
financial resources, we have been able to do all that we do with very infrequent dues
increases. Heck, our last one was five years ago! They are always on the lookout to save us
money. For example, they were able to negotiate a reduction in our Chicago lodging rates,
even after the contracts had been signed years ago, saving our attendees $117,000. And
thanks to some other negotiations on our behalf, our go-green initiatives, and various new
mailing and internal efficiencies, they saved us another $100,000 in anticipated costs this
past year. They really do have our best interests at heart.
This was not an extraordinary year. Everyone regularly makes these kinds of contributions. What
amazes me about our staff’s effort is that they do this innovative work while all the while
keeping our back office running smoothly. Think about it. I began by chronicling the many
contributions we offer each other. We do this work every year but the “we” changes constantly.
A different set of us steps up annually to serve. The Academy is an ever changing, grassroots,
volunteer-based organization. Large numbers of us endlessly move in and out of our many
service roles. Our turnover is incredibly high. And yet, we continually serve each other in an
efficient and innovative fashion. How do we do it? Of course, our effectiveness is a tribute to our
character as colleagues, colleagues who cheerfully and generously give so much to the institution
that sustains them. But we do not work alone. Our staff stands with us. They field and collect
input from this constantly shifting group of volunteers; they support our myriad governance
structures; and they capture and enable the endless array of innovative ideas that come from our
members. The “rootwing” idea comes to mind. We usually think of this metaphor in terms of
parenting. Parents provide roots for their children so they can confidently fly into the world.
Likewise, our staff grounds us so we can soar.
I began by saying that I am honored to serve as the Academy’s president. This honor is rooted in
the fundamental decency that I see on display every day. I hope that by making our collective
efforts visible here, that you too will feel the same sense of honor and indeed, pride that I feel as
a member of the Academy of Management. I can’t wait to see what we will accomplish together
this year!
Green Management Mattered in Chicago
Green Management Mattered in Chicago
Susan E. Jackson
2009 Program Chair and 2010 President-Elect
Big Success
Record Attendance
AOM Live Learning Center
Lasting Impact on Scholarship
Big Success. A year of incredible effort by hundreds of volunteers and the very dedicated AOM
staff paid off handsomely: the 2009 conference was a huge success! Chicago was the perfect city
for members to discuss their work, be stimulated by new ideas, reconnect with old friends, and
establish new connections. All of this was made possible by the 61 volunteers who served as
Program and Professional Development Workshop (PDW) Chairs, the 5,465 people who served
as reviewers, the 8,380 people who participated as presenters, session chairs, facilitators,
discussants, caucus organizers, and so on, members of the Local Arrangements Committee, the
AOM Greening Committee, and the entire AOM professional staff. Thank you everyone!
Record Attendance. Despite difficult economic conditions worldwide, we saw an 8% increase
in paid registrants for a total of 8,166. You can find photos of some of these happy registrants by
visiting the 2009 Annual Meeting Website. Proposal submissions increased 10% over the prior
year, reaching a total of 6,836. From these, the various Program and PDW Chairs created a total
of 1,672 PDW and Scholarly sessions, including 34 sessions devoted to the All-Academy
Theme, Green Management Matters.
AOM Live Learning Center. With so much to see and do, you probably were not able to attend
every session of interest to you. It’s not too late. A total of 41 sessions were recorded and can
now be viewed on the AOM Live Learning Center. To access these sessions, go to the AOM
Live Learning Center at www.softconference.com/aom
Lasting Impact on Scholarship. I hope everyone continues to consider the relevance of
environmental issues for their own scholarship throughout the coming year. To stimulate your
own thinking, be sure to see the column titled, “Concluding Remarks by the All-Academy
Chair,“ by Andrew Hoffman.
Lasting Impact on AOM Operations. Besides its relevance to the scholarship of AOM members,
Green Management Matters to AOM as an organization. This topic was the focus of an AllAcademy Symposium titled, “Greening the Academy.” Elsewhere in this Newsletter, Mark
Starik and Gordon Rands summarize the presentations made at that session. Looking ahead, I am
confident that AOM’s efforts to show that Green Management Matters will be increasingly
visible to members.
Concluding Remarks from the 2009 Theme Program Chair
Concluding Remarks from the 2009 Theme Program Chair
Andrew Hoffman
2009 All-Academy Program Committee Chair
It was indeed a pleasure to serve as the All-Academy Theme Program Chair for Green
Management Matters for this year’s Academy meetings in Chicago. To read about the full
program, see “Green Management Mattered in Chicago,” by Susan E. Jackson, the 2009 AOM
Program Chair.
I feel great satisfaction in seeing that the topic I’ve been working on for nearly 20 years has
finally arrived! But, while such high level attention is gratifying, this is only the beginning.
Environmental issues are a present and ongoing topic requiring the attention of the Academy,
both as theoretically and empirically interesting areas of research, and also as socially and
politically important problems for which society needs solutions.
Judging by the submissions, it would appear that others agree. I received 53 submissions with a
diversity of topics, disciplines and participation. The 34 sessions that made up the final agenda
covered topics like climate change, renewable energy, industrial ecology, systems analysis,
research, rigor & relevance and even some sessions on the financial crisis. The disciplines
ranged from psychology, sociology, strategy, systems dynamics and more. And finally, the
sessions included both academics and practitioners.
All of this comes together to offer a jolt of energy to the Academy that comes at the right time.
Climate change poses a real and imminent threat to the global society in multiple ways
(increased storm severity, droughts, disease migration, species extinction, etc.). At the same
time, management today faces a real and imminent crisis of confidence around the world. And
further still, debate is growing as to the role of management education in contributing to these
dual problems (i.e. Ghoushal, 2005; Jacobs, 2009). In short, while the activities of business alter
our global climate in negative ways, the confidence that people have in business to do what’s
right for society is severely strained and management education is beginning to feel the brunt of
its role in this pending calamity.
But lying within these multiple challenges exists the opportunity for business education to step
up and offer a solution. Addressing environmental issues (and sustainability more broadly) in
our research, teaching and outreach (to both scholars and practitioners) holds the promise to
restore our field, craft and profession – as well as the profession we serve -- towards addressing
the pressing needs of our day. But it will take some real leadership in terms of our own careers
as well as the institutions by which those careers are judged. All too often the rules of academia
direct us away from this very pursuit (i.e. Bennis & O’Toole, 2005; The Economist, 2007).
Consider the following four questions that, for many, should present a strange irony.
1. How many of us believe that climate change is real?
2. How many of us believe that the threat of climate change is urgent and potentially
devastating?
3. How many of us devote the bulk of our research attention to publishing in academic
journals?
4. Finally, how many believe that these academic journal articles will help address the urgent
and potentially devastating implications of climate change?
My guess would be that questions 1, 2 and 3 would be answered with a very high percentage in
the affirmative. But question 4 would be answered with a very high percentage in the negative.
This disconnect should be cause for concern. Many of us were motivated to become academics
by our desire to impact the world beyond the ivory tower. And even if that were not our original
intent, many of us are coming to recognize that to remain vital and salient we must engage the
critical business concerns of our day. Certainly the degradation of the environment is one of
those issues -- others may include global poverty, global health, basic education (Kanter,
Khurana and Nohria, 2005), new technologies, the globalization of trade, demographic trends,
the growing inequality between rich and poor, and even questions of whether the investor
capitalism model itself may be unsustainable, if not actually obsolete (Khurana, 2007).
The focus on “Green Management” in this year’s Academy of Management is an
acknowledgement that we are paying attention to such issues as a community. But, as I said, it is
just the beginning. There is much work still to be done in research, teaching and outreach. And,
critically, we must also begin to consider how to change our own behavior to better model what
our research is directing us to do. We must green our own backyard. To read more about that
point, be sure to see “Green Management Matters for AOM Operations,” by Gordon Rands and
Mark Starik, who offered an All Academy session on this important question.
Bennis, W. and J. O’Toole (2005) “How business schools lost their way,” Harvard Business
Review, 83(5) 96-124.
Ghoushal, S. (2005) “Bad management theories are destroying good management practices"
Academy of Management Learning and Education, 4(1): 75-91.
Jacobs, M. (2009) “How business schools have failed business,” Wall Street Journal, April 24:
A13.
Kanter, R. M., R. Khurana and N. Nohria (2005) Moving Higher Education to its next Stage: A
new Set of Societal Challenges, a New Stage of Life and a Call to Action for Universities,
working paper (Cambridge, MA: Harvard Business School).
Khurana, R. (2007) From Higher Aims to Hired Hands: The Social Transformation of American
Business Schools and the Unfulfilled Promise of Management as a Profession (Princeton, NJ:
Princeton University Press).
The Economist (2007) “Practically irrelevant? What is the point of research carried out in
business schools?” The Economist, August 28.
Couldn’t Make it to Chicago for the AOM 2009 Annual Meeting?
NO PROBLEM. You can still experience the BEST of the AOM 2009
Annual Meeting on Green Management Matters… online for only
$49.99.
The AOM 2009 Annual Meeting is still available, and can be
experienced AS IT HAPPENED in Chicago AT YOUR
CONVENIENCE
For more information, please visit the 2009 Annual Meeting Website
(http://meeting.aomonline.org/2009). Welcome to the AOM Live Learning Center.
Green Management Matters for AOM Operations
Green Management Matters for AOM Operations
Mark Starik and Gordon Rands
The Academy of Management, like most organizations, both relies
upon and influences natural environments on an on-going basis. A
number of academic theories and professional practices have been
suggested regarding the interaction of such organizations with their
natural environments.
One of these perspectives, the Ecologically Sustainable Organization (ESO) framework (Starik
& Rands, 1995), has been forwarded as a way to perceive these multiple interactions, and to do
so while making decisions and taking actions related to the multiple levels of human
organizations and their natural environments, as well as to the multiple systems elements that
exist on each of these levels.
This symposium identified some of the relevant theories and practices related to organizations,
such as the Academy of Management, in interacting with other ESO-related entities at these
multiple levels and involving these multiple systems elements. The purpose of considering such
a framework was to encourage the development and effective use of organization-environment
theories and practices, hopefully resulting in a better understanding of ecologically sustainable
organizations and in the advancement of these entities, which, over time, may include the
Academy of Management.
After introducing the session, Mark Starik, of George Washington University, discussed the
importance of organizational sustainability to society and of ESOs generally, provided a brief
overview of the ESO framework, and connected the ESO concept to various management
theories and to interactions at the organizational level of analysis. He promoted the idea that
Academy members and their colleagues should consider expanding this theory-connecting effort
and developing additional theories of sustainability management, and examining their own
practices to identify opportunities for advancing sustainability on an on-going basis, including
through the use of video-conferencing and other “social media.
Next, Gordon Rands, of Western Illinois University, reviewed AOM’s environmental impacts,
discussed what had been done to address those impacts before and during the conference,
reviewed what could be attempted for future conferences, and identified the day-to-day
operational activities that had been and could be modified to better align AOM with ecosystem
realities. He briefly reviewed the 68 recommendations for greening the meeting made by an
international subcommittee of the Local Arrangements Committee. Of the 31 suggestions that
could be implemented by AOM itself, 24 were adopted in whole or in part. These actions
included providing information, encouragement and a link through which meeting attendees
could offset the carbon emissions associated with their conference travel. The 19 suggestions for
green improvements by exhibitors were forwarded to them by AOM staff, and 4 of the 18
recommendations for action by hotels were requested and implemented to at least some degree.
In addition, several other green initiatives were initiated and implemented by the LAC or AOM
staff. In short, the Academy made a very good start on greening, but truly sustainable
conferences are still a ways off, and will require continued action by AOM staff, exhibitors,
hotels, and perhaps most importantly, Academy members.
Tom Cummings, of the University of Southern California, addressed the individual level of
sustainable organizations, identifying three successive approaches to institutionalizing
sustainability into Academy activities, especially its governance mechanisms, so as to more fully
engage Academy members. These included continuing to incrementally green Academy
functions, changing the Academy by-laws to facilitate taking a more proactive stance toward
(such as making environmental requirements of- suppliers), and re-orienting the Academy’s
strategic direction so as to institutionalize sustainability structures and practices.
Sandra Waddock, of Boston College, focused at the political-economic level of organizational
sustainability, advancing the argument that the Academy should attempt to identify connections
between management practice and socially-relevant ideas such as environmental sustainability
and social justice, as well as to influence public policy to make a positive difference in the world.
She suggested that the Academy should support structural changes in business academia
practices, such as tenure processes, that currently discourage asking and debating big questions
and encourage incremental empirical research of questionable societal relevance. She argued for
the Academy taking a stand on major sustainability issues, such as climate change, ethics
scandals, and the economic crisis.
Finally, Paul Shrivastava, of Concordia University, (substituting for Jim Post of Boston
University who was simultaneously scheduled for another All Academy symposium) highlighted
the socio-cultural level of organizational sustainability. Paul presented data demonstrating the
increase in the sustainability footprint of its members associated with travel to Academy
meetings and the printing and distribution of the Academy journals. In addition, he suggested
that the Academy promote sustainability literacy, engage accrediting associations, and direct its
efforts toward fostering inter-disciplinary, holistic thinking.
All told, the symposium panel members’ presentations suggested that the Academy is not yet
close to being an Ecologically Sustainable Organization, but that both the actions taken by many
of its stakeholders to move in that direction, and the opportunities for the Academy to take
further incremental and transformative steps in the future to become an ESO were plentiful,
achievable, and imperative.
Starik, M. and G. Rands (1995) “Weaving an integrated web: Multilevel and multisystem
perspectives of ecologically sustainable organizations,” Academy of Management Review, 20(4),
908-935.
The Academy of Management Annals Volume 3 Reception in
Chicago
The reception held in Chicago to celebrate the release of the
latest issue of the Annals, Volume 3, was a huge success!
Dozens of Academy members came to the Taylor & Francis
booth in the Exhibit Hall to enjoy tea and cake while learning
about the exciting new content in the Annals!
Did you know that every AOM member has free electronic
access to the current and all previous volumes of the Annals? Click here to start reading the
Annals today!
The Volume 3 Table of Contents includes:
1) Constitutional Amendments: “Materializing” Organizational Communication
Karen Lee Ashcraft; Timothy R. Kuhn; François Cooren
Pages 1 – 64
2) How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship
Julie Battilana; Bernard Leca; Eva Boxenbaum
Pages 65 – 107
3) Merger and Acquisition Transactions and Executive Compensation: A Review of the
Empirical Evidence
Virginia Bodolica; Martin Spraggon
Pages 109 – 181
4) Towards a “Fairer” Conception of Process Fairness: Why, When and How More may not
Always be Better than Less
Joel Brockner; Batia M. Wiesenfeld; Kristina A. Diekmann
Pages 183 – 216
5) Bringing National Culture to the Table: Making a Difference with Cross-cultural Differences
and Perspectives
Ya-Ru Chen; Kwok Leung; Chao C. Chen
Pages 217 – 249
6) Pay and Performance: Individuals, Groups, and Executives
Barry Gerhart; Sara L. Rynes; Ingrid Smithey Fulmer
Pages 251 – 315
7) Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives
Adam M. Grant; Sharon K. Parker
Pages 317 – 375
8) Organizations and Management in China
Lisa A. Keister; Yanlong Zhang
Pages 377 – 420
9) Validity, Validation and Values
Kevin R. Murphy
Pages 421 – 461
10) Coordination in Organizations: An Integrative Perspective
Gerardo A. Okhuysen; Beth A. Bechky
Pages 463 – 502
11) The Effects of Governments on Management and Organization
Jone L. Pearce; Rebekah Dibble; Kenji Klein
Pages 503 – 541
12) Structural Equation Modeling in Management Research: A Guide for Improved Analysis
Larry J. Williams; Robert J. Vandenberg; Jeffrey R. Edwards
Pages 543 – 604
AOM Green Booth
The Academy of Management Headquarters Staff would like to
thank those members who visited the Green Booth in Chicago and
made the switch to electronic-only for their journal delivery.
According to the Environmental Defense Fund calculator, members
that used the Green Booth in Chicago will help the Academy and the
environment in just one year to save approximately:
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• 10 trees that are 40 feet tall and 6-8” in diameter, from not
printing the journals!
14 million BTUs, representing the energy saved from the paper making process!
2,957 lbs CO2, from paper decomposing in landfills!
9,381 gallons of waste water, used at the paper mills!
1,111 pounds of solid waste, byproducts of the pulping and paper manufacturing process!
For members who didn’t make it to Chicago, or missed the opportunity to use the Green Booth
while you were there, you can still change your journal delivery options today! Simply login to
the Academy of Management website and click on the link to “Update Your Journal Delivery
Options.”
[1]
http://www.edf.org/papercalculator/index.cfm?action=calculate&mode=individual& - Based on
average mailing weight of all four journals each issue.
Meet the Board of Governors
President: James P. Walsh, University of Michigan
President-Elect & Coordinator of Professional Divisions: Susan Jackson, Rutgers University
Vice President & Program Chair: Anne S. Tsui, Arizone State University
Vice President & Program chair-Elect: Ming-Jer Chen, University of Virginia
Representative-at-Large: Jeanette N. Cleveland, Pennsylvania State University
Representative-at-Large: Majken Schultz, Copenhagen Business School
Representative-at-Large: Myrtle P. Bell
James P. Walsh
Jim Walsh is an Arthur F. Thurnau Professor and the Gerald and Esther
Carey Professor of Business Administration at the University of
Michigan’s Ross School of Business. His biography is like most others
in the Academy. Jim earned degrees from four universities, worked at
two others, wrote a fair number of papers, taught all manner of courses,
and tried to serve his home institutions and profession with distinction.
Long interested in corporate governance, he is now investigating the purposes and accountability
of the firm in society. Jim has been married to Sue Ashford for over 25 years. They spend their
days raising three great kids.
Susan Jackson
Susan Jackson is a Professor of Human Resource Management in the
School of Management and Labor Relations at Rutgers University—
New Brunswick, USA and a faculty fellow at GSBA-Zurich,
Switzerland. Since receiving her Ph. D. from the University of
California, Berkeley, she has also held faculty appointments at the
University of Maryland, New York University and the University of
Michigan. A Fellow of the Academy of Management, her prior
activities in the Academy include serving as Editor of the Academy of
Management Review, President of the Division of Organizational
Behavior, Member-at-large for the HRM Division, Member of the Board of Governors, as well
as membership on fifteen divisional and academy-level committees. She currently serves on the
editorial board of the Academy of Management Journal.
Her broad research interests include managing knowledge-based organizations, organizational
and team diversity, strategic and international human resource management, and occupational
stress and burnout. Her current research focuses on human resource management in
environmentally sustainable organizations (see www.greenhrm.org). With an array of excellent
collaborators from around the world, she has authored or co-authored over 100 articles on these
and related topics and has published several books, including Managing Knowledge for
Sustained Competitive Advantage; Diversity in the Workplace; Managing Human Resources in
Cross-border Alliances; Managing Human Resources through Strategic Partnerships; and
Creating Tomorrow’s Organizations: A Handbook for Future Research in Organizational
Behavior. She also is a co-editor of the Global Human Resource Management book series
published by Routledge.
Anne S. Tsui
Anne S. Tsui is the Motorola Professor of International
Management at the W. P. Carey School of Business, Arizona State
University and a Distinguished Visiting Professor at Peking
University, Xi’an Jiaotung University, and Fudan University in
China. She earned her Ph.D. from the University of California, Los
Angeles, and has held faculty positions at Duke University,
University of California, Irvine, and the Hong Kong University of
Science and Technology. She became an Academy member in 1978
and has served as Representative at Large for the OMT Division and the OB Division, on the
Academy Board of Governors, as the 14th Editor of the Academy of Management Journal, and
was elected a Fellow of the Academy. Beyond the Academy, she spearheaded the founding of
the International Association for Chinese Management Research (IACMR) in 2001 with a
mission to advance management research in and on China.
In conjunction with IACMR and its missions, she established the journal Management and
Organization Review, dedicated to publishing research on Chinese management. Her research
interests include management and leadership effectiveness, employee-organizational
relationship, demographic diversity, and networks in the Chinese context. She is a recipient of
the ASQ Scholarly Contribution Award, the AMJ Best Paper Award, and the Scholarly
Achievement Award from the Human Resource Division of the Academy. Her book with
Barbara Gutek, Demographic Differences in Organizations: Current Research and Future
Directions (1999), was a finalist for the 2000 Terry Book Award. Dr. Tsui is among the top 100
most cited researchers in business, economics and management.
Ming-Jer Chen
Ming-Jer Chen holds the Leslie E. Grayson Professorship at
University of Virginia’s Darden Graduate School of Business. After
graduating from University of Maryland, he served on the faculties
of Columbia Business School and University of Pennsylvania’s
Wharton School. He has been affiliated with the Imperial College
of Science, Technology and Medicine (UK) and the Chinese
University of Hong Kong.
Ming-Jer has served as AMR’s associate editor, chair of the BPS
division, and on the editorial boards of AMJ, Organization Science,
and SMJ. He has been actively involved in the Academy for more
than 20 years, participating in doctoral/new faculty consortia and
serving on committees and Academy task forces for the
establishment of the Asia Academy of Management. Ming-Jer is recognized for his contribution
to competitive dynamics, a new topic in management that analyzes interfirm competition from an
organizational and behavioral perspective. He has written two books and published in AMJ,
AMR, ASQ, SMJ, Journal of Management Inquiry, Management Science, and received the AMR
and Glueck (twice) Best Paper Awards.
Ming-Jer is known for his dedication to teaching and has received awards for his pedagogical
contributions. He has spoken at international forums hosted by the World Economic Forum and
HSM. Born and raised in a rural town in Taiwan, Ming-Jer now lives with his wife and two sons
in Charlottesville, Virginia, where he appreciates being part of what Thomas Jefferson called the
“academical village.” He enjoys doing things to help make the world smaller, on both the
professional and personal fronts.
Jeanette N. Cleveland
Jeanette N. Cleveland, Ph.D., is a Professor of Industrial &
Organizational Psychology at The Pennsylvania State University.
She earned her B.S. from Occidental College and M.S,/ Ph.D from
the Pennsylvania State University. She has held faculty positions at
Baruch College, Colorado State University and currently serves as
an external examiner for University of Limerick, Ireland.
She became an Academy member in 1987 and elected Program
Chair for the Human Resources and Gender & Diversity in
Organizations Divisions, Division Chair for HR and GDO, and prior
to this to the Executive committees for these Divisions. In addition,
she served as chair/co-chair for the HR doctoral & junior faculty
consortium, scholarly achievement award, Best paper Award, and
the GDO Dissertation award. She is an elected Fellow of SIOP
(Division 14) and the American Psychological Association.
Her research interests include personal and contextual variables regarding work attitudes and
performance decisions, workforce diversity issues including older workers and women, and work
and family issues. She was consulting editor for Journal of Organizational Behavior and has or is
currently serving on the editorial boards of Journal of Applied Psychology, Personnel
Psychology, Academy of Management Journal, Journal of Vocational Behavior, Human
Resource Management Review, Journal of Management, and International Journal of
Management Reviews. She is the Co-Editor for the Applied Psychology Series for Taylor
Francis. Her books include, Understanding performance appraisal: Social, organizational and
goal perspectives (with K. Murphy) and Women and men in organizations: Sex and gender
issues (with M. Stockdale and K. Murphy, 2000).
Majken Schultz
Majken Schultz, Ph.D, Professor, Copenhagen Business
School, Department of Organization Studies since 1996,
where she also received her Ph.D. Majken served as
representative-at-large for the OMT division from 2003-2006
and was also chair of the practice committee. Since 1991,
Majken has been a regular participant at AOM meetings and
an active contributor to many different divisions in several
roles both at PDW workshops and in the regular program. She
is also an active member of EGOS and the Reputation Institute and serves on several editorial
boards.
Majken’s research and teaching interests are located at the interface between organizational
culture, identity and image, corporate branding and reputation management. She has initiated
two large research projects in these areas and collaborated with scholars from Europe and the
US. She has engaged in longitudinal research with practice and worked as a consultant for many
companies. She has published numerous articles in international journals, among others
Academy of Management Review, Academy of Management Journal, Organization Studies,
Harvard Business Review, Journal of Management Inquiry, Strategic Organization. Her most
recent book is Taking Brand Initiative: How Companies can Align Strategy, Culture and Identity
Through Corporate Branding with Mary Jo Hatch (Jossey Bass 2008). Other books are The
Expressive Organization and Organizational Identity both with Mary Jo Hatch (both from
Oxford University Press). Majken serves on several company boards, among them Danske Bank
which is a leading financial institution in Scandinavia, and is a regular columnist in the local
Danish newspaper. See more at (www.majkenschultz.com)
Myrtle P. Bell
Myrtle P. Bell is a Professor of Management at the University of
Texas at Arlington and has been an active member of the Academy
of Management since joining as a doctoral student in the early
1990s. She is an associate editor of Academy of Management
Learning & Education and co-edited the 2008 AMLE special issue.
She has served as chair of the GDO division, on the Executive
Committee, and as GDO’s representative to the AoM Council. Last
year, Myrtle’s extensive Academy service was recognized by the
Management Doctoral Students Association with the Trailblazer Award and the GDO division
with the Janet Chusmir Service Award, both for her service as a mentor and role model for others
in the field.
Myrtle’s teaching, research, and service focus on diversity and social issues, including diversity
education and training, disability, age, weight and appearance, religion, bilingualism, work and
family, sexual harassment, and effects of partner violence on working women. Her research
appears in outlets such as AMJ, AMLE, AMP, Journal of Applied Behavioral Science, Journal of
Vocational Behavior, Journal of Managerial Psychology, Journal of Interpersonal Violence,
Journal of Applied Psychology, Group and Organization Management and numerous edited
volumes. Her book, Diversity in Organizations (2007, Thomson), is a comprehensive, researchbased book for teaching diversity. In a career highlight, she presented her research at a 2003
Congressional briefing. Along with serving as associate editor of AMLE, Myrtle is Professional
Insights Editor of Equal Opportunities International and past associate editor of the Journal of
Management Education. Prior to becoming a professor, Myrtle worked in finance and human
resources in industry.
AMR Best Paper of the Decade Award: 1998-2008
Best Paper of the Past Decade Award Winners from 1998-2008
This year the Academy of Management Review is pleased to initiate new award category for the
Best Paper of the Past Decade. This is a new AMR award that recognizes the article that
received the most citations during the past 10 years. We are pleased to congratulate Mary M.
Crossan, Harry W. Lane and Roderick E. White for their exemplary work on the manuscript,
“An Organizational Learning Framework: From Intuition to Institution” which was originally
featured in AMR volume 24 issue #3.
The 2009 Distinguished Service Award
Distinguished Service Award recipient,
Jean Bartunek
The 2009 Distinguished Service Award recipient was selected by the
Career Achievement Awards Committee Michael A. Hitt (Chair),
Kathryn M. Bartol, Isabel Gutierrez, Chung-Ming Lau, Sara L. Rynes,
Michael Tushman, David D. Van Fleet. The committee reviewed
nominations accompanied by letters of support that specified the
nominee’s accomplishments.
Criteria for this all-Academy award include excellence in one or more
of the following: developing and/or enhancing a field of study;
founding or creatively editing a journal; and building institutions, for example through creative
or unusually effective service to a major professional organization.
The recipient of the 2009 Career Service Award is Jean Bartunek.
The 2009 Distinguished Scholar-Practitioner Award
Distinguished Scholar-Practitioner Award recipient,
Edgar Schein
The 2009 Distinguished Scholar-Practitioner Award recipient was
selected by the Career Achievement Awards Committee: Michael A.
Hitt (Chair), Kathryn M. Bartol, Isabel Gutierrez, Chung-Ming Lau,
Sara L. Rynes, Michael Tushman, David D. Van Fleet. The committee
reviewed nominations accompanied by letters of support that specified
the nominee’s accomplishments.
The Distinguished Scholar-Practitioner Award recognizes individuals who have successfully
straddled the boundary between academia and management practice. It recognizes excellence in
one or more of the following areas.
• successful application of theory or research in practice and/or contributions to knowledge
through extraction of learning from practice
• authoring several scholarly works that have substantively affected the practice of
management
• successfully integrated research and practice
The 2009 Distinguished Scholar-Practitioner Award recipient is Edgar Schein.
The 2009 Distinguished Educator Award
Distinguished Educator Award recipient,
Donald C. Hambrick with Michael A. Hitt, Award Chair
The Distinguished Educator Award recipient was selected by the
Career Achievement Awards Committee: Michael A. Hitt (Chair),
Kathryn M. Bartol, Isabel Gutierrez, Chung-Ming Lau, Sara L. Rynes,
Michael Tushman, David D. Van Fleet. The committee reviewed
nominations accompanied by letters of support that specified the
nominee’s accomplishments.
The Distinguished Educator Award recognizes significant contributions over the course of a
career in one or more of the following areas: developing doctoral students, teaching effectiveness
in the classroom and other forums, and fostering pedagogical innovations such as new and
effective teaching methods and designs.
The 2009 Distinguished Educator Award recipient is Donald C. Hambrick.
The AMJ 2008 Best Paper Award
Academy of Management Journal Best Paper Award Chair and
Presenter, Pratima Bansal with award recipients Andrew A. King and
Michael L. Barnett
The Academy of Management Journal Award is given on a yearly
basis to the selected paper published the previous year. The finalists
were selected by the AMJ Award Committee: Pratima Bansal, Robert Baron, Michael Hitt, Alan
Meyer, Nandini Rajagopalan, Anne S. Tsui, and Freek Vermeulen. The Academy of
Management Journal Best Paper Award was decided by the committee on the basis of the
following criterion:
• The paper answers the most important research questions concerning general management
theory and practice
• An important idea, and original hypotheses
• Its theory advances new understanding
• Appropriate data, sound methods, and significant results
• The paper will affect research and practice in the future
The Academy of Management Journal Best Paper Award finalists were:
• Nikolaus Beck, Josef Brüderl, Michael Woywode; “Momentum or Deceleration?
Theoretical and Methodological Reflections on the Analysis of Organizational
Change”
• James D. Westphal, Michael B. Clement; “Sociopolitical Dynamics in Relations
Between Top Managers and Security Analysts: Favor Rendering, Reciprocity, and
Analyst Stock Recommendations”
The Academy of Management Journal 2008 Best Paper Award was awarded to:
Michael L. Barnett, Andrew A. King; “Good Fences Make Good Neighbors:
A Longitudinal Analysis of an Industry Self-Regulatory Institution”
The AMLE 2008 Best Paper Award
The Academy of Management Learning and Education Best Paper
Award Chair and Presenter Joy Beatty with award recipient Philip
Mirvis
The Academy of Management Learning and Education Best Paper
Award is given on a yearly basis to the selected paper published the
previous year. The finalists were selected by the AMLE Award
Committee: Joy Beatty (Chair), John Ballard, Denise Rousseau, Joann
Williams, and Jon Billsberry.
The Academy of Management Learning and Education Best Paper
Award is decided by the committee on the basis of the following
criterion: the paper embodies AMLE’s mission, it advances the state of
scholarship in management learning and education, and lastly
provokes thought and directs attention toward critical challenges/issues facing management
education.
The 2008 Academy of Management Perspectives Best Paper Award finalists are:
J. Brian Atwater, Vijay R. Kannan, Alan A. Stephens; “Cultivating systemic thinking
in the next generation of business leaders”
Frederick P. Morgeson, Jennifer D. Nahrgang; “Same as it ever was: Recognizing
stability in the BusinessWeek rankings”
The 2008 Academy of Management Perspectives Best Paper Award winner is:
Philip Mirvis; “Executive development through consciousness-raising experiences”
The AMR 2008 Best Paper Award
The Academy of Management Review Award is given on a yearly basis to the selected paper
published the previous year. The finalists are selected by the AMR Award Committee: Gerry
McNamara (Chair), Teppo Felin, Cynthia Devers, Richard Priem, Ingrid Fulmer, Hettie
Richardson, Matt Bloom, Adam Grant.
The criterion of the Academy of Management Review Best Paper Award includes:
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The core ideas are original, important, and provocative
Discussion of literature is complete, and accurate
Presentation is concise and logical
Contribution is clear and important
The Academy of Management Review 2008 Best Paper Award finalists are:
Ramón Rico, Miriam Sanchez-Manzanares, Francisco Gil, Cristina Gibson;
“Team implicit coordination processes: A team knowledge-based approach”
Batia M. Wiesenfeld, Kurt A. Wurthmann, Donald C. Hambrick; “The stigmatization
and devaluation of elites associated with corporate failures: A process model”
The Academy of Management Review 2008 Best Paper Award winners are:
Julian Birkinshaw, Gary Hamel, Michael J. Mol; “Management Innovation”
The AMP 2008 Best Paper Award
The Academy of Management Perspectives 2008 Best
Paper award winners: Emily Lean, Carol Reeves, Anne
O’Leary-Kelly, and Jane Randel (not pictured).
The Academy of Management Perspectives Best Paper Award is given on a yearly basis to the
selected paper published the previous year. The finalists were selected by the AMP Award
Committee: Hugh O’Neil (Chair), Jonathan Doh, and Anne Kovalainen.
The Academy of Management Perspectives Best Paper Award is decided by the committee on
the basis of the following criteria:
• Represents an impressive summary and integration of an important set of research findings
• Done in a style and with a degree of accessibility that will make it a foundational article for
management teaching for many years.
• Provides a model for other authors with respect to how a set of academic ideas and research
findings can be framed and communicated in an appealing and compelling manner
• Advances our understanding of issues that are relevant to managers and executives alike
The finalists are:
Stefan Ambec, Paul Lanoie; “Does it pay to be green? A systematic overview”
Jean Woiceshyn, Loren Falkenberg; “Value creation in Knowledge-based firms: Aligning
problems and resources”
The winners of the Academy of Management Perspectives 2008 Best Paper Award:
Anne O’Leary-Kelly, Emily Lean, Carol Reeves, Jane Randel; “Coming into the light:
Intimate partner violence and its effects at work”
The George Terry Book Award
Suzana B. Rodriguez, Award winner of the George R. Terry Book
Award
and award chair, Joseph Mahoney
The George R. Terry Book award is granted annually to the book
judged to have made the most outstanding contribution to the
advancement of management knowledge with a contribution to
management theory, conceptualization, research, or practice.
Nominated books must be single-authored, not edited, and published
during the past two years. The deciding award committee of the
George R. Terry Award include: Joseph Mahoney (Chair), Kathleen
Eisenhardt, Anita McGahan, Christine Oliver, Andrew Van de Ven
The finalists of the award are:
• Michel Anteby; “Moral Gray Zones: Side Productions, Identity, and Regulation in
an Aeronautic Plant”
• William P. Barnett; “The Red Queen among Organizations”
• Yves Doz, Mikko Kosonen; “Fast Strategy: How Strategic Agility will Help You
Stay Ahead of the Game”
• Saras Sarasvathy; “Effectuation: Elements of Entrepreneurial Expertise”
The co-awardees of the George R. Terry Book are:
• Carolina Bank Muñoz; “Transnational Tortillas: Race, Gender, and Shop-Floor
Politics in Mexico and the United States”
• Suzana B. Rodriguez, John Child; “Corporate Co-evolution: A Political
Perspective”
The Award for Scholarly Contributions to Management
Kathleen Eisenhardt, recipient of the Award for Scholarly
Contributions.
The 2009 recipient of the Award for Scholarly Contributions to
Management was selected by the Career Achievement Awards
Committee: Michael A. Hitt (Chair), Kathryn M. Bartol, Isabel
Gutierrez, Chung-Ming Lau, Sara L. Rynes, Michael Tushman, David
D. Van Fleet. The committee reviewed nominations accompanied by
letters of support that specified the nominee’s accomplishments.
The Scholarly Contributions Award annually recognizes significant
contributions that have advanced management and organizational
knowledge over the course of a career. Such contributions can take the
form of conceptual, theoretical, or empirical developments having a significant impact on
management knowledge and practice.
The 2009 recipient of the Award for Scholarly Contributions to Management is Kathleen
Eisenhardt.
The 2008 William H. Newman Award
William H. Newman Award Winners: Veroniek Collewaert, Jason Davis and Dali Ma with
Gregory Northcraft, Newman Award Chair.
The Academy of Management awards the William H. Newman Award to outstanding and recent
dissertations. This prestigious award can be given to up to three papers a year. Each paper must
be: single-authored and based on a doctoral dissertation completed within the past three years.
The criteria for the William H. Newman Award for Best Dissertation is as follows:
• The Paper addresses a significant organizational phenomenon
• It demonstrates appropriate consideration of relevant theoretical and empirical
literature
• The author offers reasonable interpretations of the research results, draws
appropriate inferences about the theoretical and applied implications of the results,
and suggests promising directions for future research
• It yields information that is both practically and theoretically relevant and important
• The paper is presented logically, succinctly, and clearly
The Newman Award Committee includes Gregory B. Northcraft (Chair), Sigal Barsade, Kevin
G. Corley, Kristina Diekmann, Pamela Hinds, Ray Zammunto.
From more than 20 best-in-division semi-finalist papers the Newman Committee
considered, the following papers were selected as finalists for the Newman Award:
• Aimee Dars Ellis; “The Impact of Corporate Social Responsibility on Employee
Attitudes and Behaviors”
• Bradley Paul Owens; “Humility in Organizations: Establishing Construct,
Nomological, and Predictive Validity”
• Sylvie Verdier; “Country Exit: The Role of Internationalization Speed, Rhythm
and Cultural Diversity”
The Recipients of the William H. Newman Award are:
• Veroniek Collewaert; “Conflict between angel investors and entrepreneurs:
Perception, reality and impact on innovation”
• Jason Davis; “Rotating Leadership and Symbiotic Organization: Relationship
Processes in Collaborative Innovation”
• Dali Ma; “Bring the Society Back In: Relational Identities in the Creation of
Entrepreneurship”
The 2008 Carolyn Dexter Award
Carolyn Dexter Award recipients: Juha-Antti Lamberg and Joonas M.
J. Järvinen with Award Chair Benson Honig
The Carolyn Dexter Award is an all-Academy award given to the
paper that best meets the objective of internationalizing the Academy.
This serves the mission of the Academy and the charge of the
International Theme Committee, which sponsors this Award. The
Dexter Award Committee includes: Benson Honig (Chair), Stephen A.
Drew, Jacob Eisenberg, Claire A. Simmers, and Monika Winn.
The Criteria of the Carolyn Dexter Best International Paper Award is as follows:
• The theme and content of the paper should reflect an awareness of business and
management outside domestic boundaries
• Collaboration between scholars from different countries is desirable
• Papers are considered for the Carolyn Dexter Award if they offer new insights, are
rich in observation, and employ creative methodologies.
Submissions are welcomed of topics or methods that are not in the U.S. mainstream, but are
important in other countries' research traditions and are of excellent quality in accord with the
criteria of these traditions.
The finalist’s papers are:
Gilad Chen, Bradley L. Kirkman, Kwanghyun Kim, Crystal I Chien Farh;
“Expatriate Motivation and Effectiveness: The Roles of Cultural Distance and
Subsidiary Support”
Barbara Demel, Yan Shen, Douglas T. Hall, Wolfgang Mayrhofer, Katharina
Chudzikowski, Julie Unite, Jon P. Briscoe, Rohayu Abdul-Ghani, Zhangfeng Fei,
Mireia Las Heras, Biljana Bogicevic Milikic, Ociel Colorado, Enrique Ogliastri, Asya
Pazy, June M. L. Poon, Dana Shefer, Mami Taniguchi, Jelena Zikic; “Cracking the
fortune cookies: Influencing factors in career success across 11 countries”
Markus Perkmann; “Trading off Revealing and Appropriating in Drug Discovery:
the Role of Trusted Intermediaries”
Yuliya V. Ivanova, Joan Winn; “The Role of Social Capital and Donor
Commitment in a Geographically Isolated Community”
The recipients of the Carolyn Dexter Best International Paper Award are:
Joonas M.J. Järvinen, Juha-Antti Lamberg, J. Peter Murmann, Jari Ojala;
“Alternative paths to competitive advantage: European paper industries 1900-2000”
ENT Division Initiative Recognized as Academy-wide Best Practice
in Chicago
Accordingly, the Division has launched “The Entrepreneurship Research Excellence Initiative;
and one of the elements is the Entrepreneurship Research Exemplars Conference. After all was
said and done, the conference produced an exceptionally diverse and helpful dialogue for all
AOM scholars who wish to publish top-tier research. The Academy Board of Governors
recognized this Entrepreneurship Division Research Excellence Initiative as and Academy-wide
best practice at the Annual Meeting in Chicago.
The Entrepreneurship Research Exemplars Conference was held May 28-30, 2009, and is a
“new-format” invited best practices conference at the University of Connecticut for advancing
top-tier research in entrepreneurship. Presently there are three more such conferences scheduled:
May 2010 at UConn; May 2011 at Ohio State; and May 2012 at U. Virginia.
The Conference Format featured: two types of sessions:
1. Journal Editors and Authors Panels
Each of these sessions was designed around a panel of editors from top-tier general management
and specialty entrepreneurship journals who introduced one or two recently published/accepted
papers and their authors, and engaged in a facilitated discussion related to how this research
progressed from initial manuscript (inception) to ultimate publication, with additional emphasis
on how to conceptualize and produce manuscripts that meet the quality and focus requirements
of their particular journal. Each Journal Editors and Authors Panel session also had Q&A
opportunities from both on-site conference participants and those participating through the
internet from around the world.
2. Keynote Addresses
Each of these sessions was designed around keynote addresses from exemplar Research Scholars
who will provide insights into the best practices that have served them well across an entire
career of producing top tier research. In addition, the keynotes discussed both driving and
emerging themes in entrepreneurship research that are relevant to the many fields that study
social phenomena where entrepreneurship plays a role. Each keynote session also had Q&A
opportunities from both on-site conference participants and those participating through the
internet from around the world.
It was the intent that both the Editors/Authors Panels and Keynote Addresses will serve as a new
set of transparent milestones for encouraging and accelerating the successful publishing of toptier Entrepreneurship research from multi-disciplinary, highly committed scholars.
All sessions were recorded for future podcasting, and are now available to all researchers on both
the AOM’s Entrepreneurship Division and University of Connecticut’s CCEI websites. They
can be accessed at:
http://ccei.business.uconn.edu/exemplars
The Journal/Editor Participants were the following:
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Academy of Management Journal
Academy of Management Review
Entrepreneurship, Theory and Practice
Journal of Applied Psychology
Journal of Business Venturing
Journal of Management
Journal of Management Studies
Organization Science
Strategic Entrepreneurship Journal
Strategic Management Journal
The Keynote Addresses were given by:
Howard Aldrich, University of North Carolina
Jay Barney, The Ohio State University
Michael Hitt, Texas A&M University
Duane Ireland, Texas A&M University
Patricia P. McDougall, Indiana University
S. “Venkat” Venkataraman, University of Virginia
As these conferences progress more journals and more keynoters will be added to this Research
Excellence e-library.
The Academy of Management Annals Volume 3 Reception in
Chicago
The reception held in Chicago to celebrate the release of the
latest issue of the Annals, Volume 3, was a huge success!
Dozens of Academy members came to the Taylor & Francis
booth in the Exhibit Hall to enjoy tea and cake while learning
about the exciting new content in the Annals!
Did you know that every AOM member has free electronic access to the current and all previous
volumes of the Annals? Click here to start reading the Annals today!
The Volume 3 Table of Contents includes:
1) Constitutional Amendments: “Materializing” Organizational Communication
Karen Lee Ashcraft; Timothy R. Kuhn; François Cooren
Pages 1 – 64
2) How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship
Julie Battilana; Bernard Leca; Eva Boxenbaum
Pages 65 – 107
3) Merger and Acquisition Transactions and Executive Compensation: A Review of the
Empirical Evidence
Virginia Bodolica; Martin Spraggon
Pages 109 – 181
4) Towards a “Fairer” Conception of Process Fairness: Why, When and How More may not
Always be Better than Less
Joel Brockner; Batia M. Wiesenfeld; Kristina A. Diekmann
Pages 183 – 216
5) Bringing National Culture to the Table: Making a Difference with Cross-cultural Differences
and Perspectives
Ya-Ru Chen; Kwok Leung; Chao C. Chen
Pages 217 – 249
6) Pay and Performance: Individuals, Groups, and Executives
Barry Gerhart; Sara L. Rynes; Ingrid Smithey Fulmer
Pages 251 – 315
7) Redesigning Work Design Theories: The Rise of Relational and Proactive Perspectives
Adam M. Grant; Sharon K. Parker
Pages 317 – 375
8) Organizations and Management in China
Lisa A. Keister; Yanlong Zhang
Pages 377 – 420
9) Validity, Validation and Values
Kevin R. Murphy
Pages 421 – 461
10) Coordination in Organizations: An Integrative Perspective
Gerardo A. Okhuysen; Beth A. Bechky
Pages 463 – 502
11) The Effects of Governments on Management and Organization
Jone L. Pearce; Rebekah Dibble; Kenji Klein
Pages 503 – 541
12) Structural Equation Modeling in Management Research: A Guide for Improved Analysis
Larry J. Williams; Robert J. Vandenberg; Jeffrey R. Edwards
Pages 543 – 604
Dare to Care: The 2010 Meeting Theme
Montreal, August 6-10, 2010
Dare to Care: Passion and Compassion in Management Practice
and Research
What does the Meeting Theme mean: The theme of the 2010 meeting in Montreal is to
encourage members of the Academy of Management to consider the role of “caring，passion,
and compassion ” (click to read the complete theme statement) in our activities of teaching,
research, service, and practice.
The economic crisis that engulfed the world in 2008 made evident the ways in which many
corporations and their managers have not shown enough care of their stakeholders, including not
only employees, customers, suppliers, the communities, and the environment, but also their
shareholders. At the same time, the contributions of millions of hard working, honest, decent,
and caring managers and companies have gone unnoticed and unappreciated. The theme
encourages us to consider the implications for research and practice if the manager’s role is to
enhance the wellbeing of, and generate value for, all the stakeholders (including customers,
employees, investors, and the public) and not only for themselves. What possibilities can we
imagine if and when managers truly integrate passion for their work with compassion for others
impacted by their work? What kinds of teaching content and pedagogy might we experiment if
we are to motivate our students to think about contribution or value creation rather than salary as
a measure of career success? How would we approach service to or in our professional
communities if passion and compassion define our mission? How would our scholarly pursuit be
different if passion and compassion define our scholarly endeavors?
How you can contribute to the 2010 program: You can contribute by submitting scholarly
papers, symposia, caucus, and professional development workshops that discuss and debate the
role of passion and compassion, or caring, in management practice and management research.
Papers might explore how the world of business might be different when leaders have
compassion for their followers, when managers have compassion for their customers, when
employees have compassion for their fellow workers and their leaders, or when firms have
compassion for the communities that support them. Symposia might consider how the nature of
competition and cooperation between and within industries may change when compassion
becomes a factor in inter-firm relationships. Professional development workshops might address
how the world of scholarship could be different if researchers have passion for their studies and
routinely incorporated compassion for managers and students in their choice of research topics.
How do passion and compassion commingle in the classroom? What are the antecedents and
consequences (positive or negative) of decisions or actions that integrate passion and compassion
by employees, managers, teachers, or scholars?
Consider putting together a symposium that can inform managers and students who wish to
better understand why and how “passion and compassion” matters or not. Write a paper that
proposes new research directions for people in your area of specialization. Organize a
Professional Development Workshop (PDW) to consider the implications of the theme for
educational activities. Organize a Caucus to launch a new research project that examines
outcomes that may emerge when a firm cares about its customers, employees and the community
at large. Do you have connections to a “compassionate” organization in or near Montreal, where
the conference will be held? Consider involving them in our 2010 conference. For example, you
might invite a manager to participate in a symposium or propose an off-site PDW to be held at
the organization to share its unique practices.
Divisional and All Academy Theme Programs: If your proposals are of particular relevance to
the members of a division, interest group, or committee (teaching, practice, or international), you
should submit them to the appropriate Program Chair or PDW Chair. Proposals that are themerelated but of interest to colleagues from a very broad range of divisions and interest groups
should be submitted to the All-Academy Theme (AAT) Program Chair, Joshua Margolis
(jmargolis@hbs.edu) For more details about All-Academy Theme program, see Joshua
Margolis’ article in this newsletter.
Montreal as a city of passion and compassion: Montreal is an ideal city to reflect the theme. It
is a city whose citizens are passionate about life as well as compassionate in their actions.
Montreal is known for its gourmet tastes, world class Festivals- including the International Jazz
Festival, Just for Laughs Comedy Festival, Osheaga Music and Arts Festival and numerous
international movie festivals- and laid back “work to live not live to work” culture. In addition to
a passion for food and the arts, Montreal also presents residents and visitors with an array of
sporting events to attend including Montreal Canadians hockey games, Montreal Impact soccer
matches, Montreal Alouettes football games and the annual Rogers Cup Masters tennis
tournament (played directly after the Academy conference in 2010). Montreal is also a
compassionate city, with a deep rooted social consciousness and tradition of supporting the less
privileged. Further, Montreal is leading the way in its concern about the environment, as it
becomes one of the most bicycle friendly cities in North America with over 5,000 bicycles
available for rent. The Local Arrangements Committee is hard at work putting together
opportunities for AOM 2010 attendees to participate in both the culture that Montreal residents
are so passionate about as well as to give back to the community through exciting service
projects.
2010 Theme on AOMConnect: Interested but not sure how to get started? We have created an
AOM Connect group for all things related to the 2010 Annual Meeting. The group name is 2010
AOM Annual Meeting . You can ask a question, provide an answer, make a suggestion, start a
discussion, write a blog, form a group, develop a proposal, or find a collaborator. The
possibilities are endless in using this professional network tool to identify and develop ideas for
the 2010 meeting in all aspects.
Submission Deadline: The deadline for submission is January 14, 2010, at 5:00 PM EST (New
York Time) for PDW proposals, papers and symposia. The deadline for caucus proposals are
March 9, 2010 at 5:00 PM EST. To submit or learn more about plans for the 2010 conference in
Montreal, go to AOM 2010 Annual Meeting website.
I hope you are as excited about the 2010 theme as I am. Let us work together to make the next
year’s meeting in Montreal a special one that we will all remember for years to come. Your
creative and active participation will ensure it, so get involved now! Let us put our passion into it
and let our compassion shine!
Anne S. Tsui
Vice President and Program Chair
Arizona State University and Peking University
2010 All Academy Theme Sessions
ALL-ACADEMY THEME SESSIONS
Program Chair: Joshua D. Margolis, Harvard Business School, daretocare@hbs.edu
DARE TO CARE: PASSION AND COMPASSION IN MANAGEMENT PRACTICE AND
RESEARCH
What if each day of the conference really mattered? What if Sunday’s sessions ignited your
passion? What if something happened on Sunday at the conference in Montreal that
fundamentally changed the way you do your work?
Following the successful innovation of this year’s conference, the 2010 All-Academy PDWs and
Symposia will be combined into the All-Academy Theme Sessions. These sessions will address
issues of broad interest to all members of the Academy and are directly related to the conference
theme, “Dare to Care.” They will all run on Sunday.
Let’s learn interactively from one another and challenge ourselves to approach the work we do—
as researchers, theorists, teachers, and practitioners—in different ways. The aim is to infuse the
conference with passion for our work—the very theme of this year’s conference.
To realize this aspiration, we are actively seeking ways of running workshops and symposia that
spark learning and creativity. Workshops and symposia should be developmental, and we are
especially excited by sessions that aim to foster participants’ development in non-traditional
ways. We actively encourage different formats for workshops and symposia (e.g., offsite
activities and adventures, experiential exercises, different forms of media, roundtable
discussions, open conversations, debates).
Recall all those conversations you’ve had with colleagues about “what if the Academy were. . .
.” Just as a careful, probing eye and ironic detachment are central to the academic’s toolkit, so is
practical idealism. Therefore, Sunday offers you the opportunity to be the change you envision.
Want to make a difference in how we conceive academy sessions? Want to infuse your own
work and others’ with abiding passion? Want to advance our understanding of passion and
compassion in management practice? Sunday is your day.
There are two broad focal points for Sunday’s workshops and symposia in Montreal. First, how
do those we study—for example, managers, organizations, workers, investors, and business more
broadly—foster and express passion and compassion? How are passion and compassion
inhibited and impeded? Second, turning the lens on our own work and on the institutions within
which it gets done, how are passion and compassion unleashed, and tethered, in the work we do?
In particular, we actively seek content that dares to care about the future of how we do our work.
Looking to the future, how will—and might—we teach about business and management to MBA
students, undergraduates, and executives; publish and disseminate our work; and educate and
socialize the next generation of scholars?
Let’s take the opportunity we have at this moment in history to think deeply and constructively
about how we might approach the work we do. Let’s think about those we serve—from fellow
scholars, to managers, students, employees, investors, and citizens—and understand the place of
passion, care, and compassion in organizations and the economy.
If you have ideas for an All-Academy PDW or Symposium, please feel free to share them with
me in writing (daretocare@hbs.edu) as soon as possible and no later than December 15, 2009.
With thanks,
Joshua Margolis
New and Enhanced Elements in the 2010 Program
The 2009 Annual Meeting brought forth many new elements with the objective of adding more
value for our members. We created a more efficient program by allocating two full days of
program time (Friday and Saturday) for the PDW Program, and standardizing the time blocks for
the Scholarly Sessions (Monday and Tuesday).
We also devoted an entire day on Sunday to the All-Academy Theme sessions, and hosted a
successful Welcoming Breakfast, the Presidential Address and Awards Ceremony and the AllAcademy Closing Reception. With another year of recording breaking attendance, these are
some reassuring signs that the Annual Meeting keeps getting better each year.
In the spirit of continuous improvement and innovation, we will introduce several new and
enhanced elements at the 2010 meeting in Montreal. These enhancements are for the
Scholarly Program on Monday and Tuesday. In particular, the Visual Village and the Interactive
paper sessions will be discontinued. The Scholarly Program will now consist of six different
types of sessions: (1) Divisional Presentation Paper sessions; (2) Divisional Roundtable Paper
sessions; (3) Cross-Divisional Paper sessions; (4) Discussion Paper sessions, (5) Divisional and
Co-sponsored Symposium sessions; and (6) Caucus sessions. This variety will ensure that
authors and other meeting participants will derive the most benefits and enjoyment from their
involvement in the scholarly program. Below are brief descriptions of each type of session.
(1) Divisional Presentation Paper sessions will consist of papers with a common theme. Each
author will have a set amount of time to present their work, and group discussions will follow
after all presentations have been made. The Division Program Chairs will organize these
sessions.
(2) Divisional Roundtable Paper sessions will consist of papers with a common theme that will
draw a more focused audience. Authors will present their work, and then engage in a more
intimate discussion with attendees. Division Program Chairs will organize these sessions, based
on the topical nature of the accepted papers.
(3) Cross-Divisional Paper sessions will consist of papers on topics that span the domains of
multiple divisions. These sessions will give attendees the opportunity to discuss the papers from
multiple perspectives. A Cross-Divisional Papers Committee, chaired by Peggy Lee of the
Arizona State University and the University of Texas, Austin (Peggy.Lee@mccombs.utexas.edu)
will organize these sessions, with papers identified by the Division Program Chairs based on the
topical nature of the accepted papers.
(4) Discussion Paper sessions will consist of papers that, with refinement, have the potential to
break new ground or make important contributions. Authors will discuss and explore areas for
further development with a discussant and others who share similar research interests. The
Discussion Paper Session Committee, chaired by Tom Becker of the University of Delaware
(becker@lerner.udel.edu) will structure the Discussion Paper Sessions with papers identified by
the Division Program Chairs selected from among the accepted papers.
(5) Divisional and Co-sponsored Symposium sessions will consist of presentation and panel
symposia that focus on specific topics. Presentation symposia will have multiple papers around a
common theme. Panel symposia will involve panel discussions without specific papers. Each
symposium can be submitted to up to three divisions.
(6) Caucus sessions are designed to provide a convenient, informal way for Academy members
with shared interests to discuss common issues, and to explore potential research collaborations.
It also can be used to discuss work in progress, or to share insights on a unique phenomenon, a
published paper or a book. The deadlines for caucus proposals will be in mid March and the
Caucus Committee, chaired by Hui Liao of the University of Maryland
(hliao@rhsmith.umd.edu) will organize the Caucus sessions.
Even though there are six types of sessions in the Scholarly Program, authors submit individual
papers to only one division, symposium proposals to up to three divisions, and caucus proposals
without divisional designation. If you have any questions about the various types of sessions or
about submission procedures, please direct your questions to your divisional program chairs,
divisional PDW chairs, any relevant committee chairs, or the overall AOM Program Coordinator
Valerie Concepción at vconcepcion@pace.edu. We will make sure that your question will be
answered by the relevant responsible party.
The 2010 Annual Meeting will provide you with many new and exciting opportunities to share
your work and to enjoy the work of others. We are always looking for ways to better serve you,
the member, and hope that each year you leave the Annual Meeting satisfied with the
experience. Remember, the theme for the 2010 meeting is Dare to Care: Passion and
Compassion in Management Practice and Research (click on the title to read the entire theme
statement). We hope you will experience both emotions at the 2010 meeting from both the
scholarly programs and exciting PDW opportunities.
Message From the PDW Chair
Montréal, August 6-10, 2010:
Dare to Care: Passion and Compassion in Management Practice and Research
Professional Development Workshops (PDWs) have become an integral part of the Annual
Meeting of the Academy of Management. Their purpose is to provide members with creative
learning opportunities that will help them update and refine their professional skills related to
research, teaching, and professional practice such as consulting.
PDWs are distinct from scholarly programs in their personal and professional skill orientation.
In addition to the long-standing tradition of doctoral student consortia and junior faculty
workshops, PDWs have included tutorials, panels, debates, round-table discussions, and even
off-site visits to companies. As long as an event brings learning value to the participants in terms
of skill enhancement related to their professional activities, the sky is the limit. The theme of the
2010 meeting, Dare to Care: Passion and Compassion in Management Practice and Research,
will offer interesting opportunities to creatively explore how the knowledge we produce in
teaching, research, and professional practices may contribute to the wellbeing of the larger
society in which we live and work.
As part of the conference program re-design (Friday morning through Tuesday), the PDW
program will span two full days, 8 a.m. to 8 p.m. Friday and Saturday. You have the flexibility
to design a PDW for any length of time (in two-hour blocks), ranging from two hours to 12 hours
(or more). During these two days, divisional, interdivisional, interest group and theme
committee PDWs will be presented. Sunday will be devoted to the All-Academy Theme PDWs
which is chaired by Joshua Margolis (jmargolis@hbs.edu). Please visit the AOM 2010 Website
for detailed information on PDW policies and rules, submission guidelines and processes. The
PDW resources page has suggestions and ideas on creating and managing a good professional
development workshop as well as samples of past PDW proposals that have resulted in
successful experiences for participants.
Successful PDWs have many common features, but the most important of these is captured by
the word “interactive.” Skills are enhanced through active engagement in discussions or
experiential activities rather than passive listening. I would suggest that you develop a schedule
with 30-minute time segments. If you find your proposal involves speakers talking more than 30
minutes each time or more than 50% of the time of the session, please seriously consider
changing the design. I invite you to read the paper “A Guide to Good PDWs” for excellent ideas
on developing interactive and developmental PDWs. Be creative, think outside the box, and
experiment with new ideas. If you are not sure of an idea, contact your division PDW chair for
informal feedback. Do this early and don’t wait till the last minute.
The division PDW chair is available for consultation until December 15, 2009. The submission
deadline for PDW proposals is January 14, 2010. You can indicate as many co-sponsor divisions
as desirable for your proposal but you will submit it to only one division.
We encourage proposals that draw interest from members of multiple divisions. PDWs offer an
excellent opportunity to move outside the boundary of a single division to explore issues and
ideas across divisions. Try to involve the theme committees, such as international, practice,
mentoring, and teaching. Engage international members as presenters or leaders of the
workshops. PDWs are excellent opportunities to learn about research and teaching practices in
other countries and to develop potential collaborative projects. PDWs can be a vehicle to bridge
research and practice by engaging practitioners and scholars in dialogues regarding their mutual
challenges and aspirations. While the scholarly program is a structured presentation of research
results and scholarly ideas, PDWs tend to be informally structured events that offer serious
learning in a fun and relaxed atmosphere. Start planning your PDW now and let Montréal in
2010 serve as fertile ground for creative opportunities to meet the professional development
needs of Academy members. See you in Montréal.
Ming-Jer Chen
University of Virginia
2010 Academy of Management Meeting
Chair, Professional Development Workshops
2009 Board of Governors Nominations
October 2009
Dear Academy Member:
It is the time of the year when, in conformity with our Articles of Incorporation and By-laws, the
Nominating Committee solicits nominations for the position of Vice President-Elect & Program
Chair-Elect and for Representatives to the Board of Governors.
The election for these positions will be held next Spring. The individual elected to the position of
Vice President-Elect & Program Chair-Elect will assume the position in August of 2010 and will
automatically become Vice President & Program Chair in August of 2011. This individual
typically would become President-Elect & Coordinator of Professional Divisions the following
year, and President the year after that. Representatives to the Board of Governors also assume
their positions in August of 2010 serving three-year terms.
The By-laws specify that the Nominating Committee for this office will consist of five officers
of the Academy: myself, as Past President & Chair of the Nominating Committee; James P.
Walsh, President; Susan Jackson, President-Elect & Coordinator of Professional Divisions; Anne
Tsui, Vice President & Program Chair; and Ming-Jer Chen, Vice President-Elect & Program
Chair-Elect. We will nominate three candidates for Vice President-Elect & Program Chair-Elect
on the basis of prior experience and contributions to Academy activities and/or leadership
potential. Board representatives will be nominated on the basis of their activity in the Academy,
the divisions or our affiliates. Past Presidents are ineligible for reelection.
We value your participation in the nomination process. Please take a moment to log on to the
Online Nomination System to make two nominations for the position of Vice President-Elect &
Program Chair-Elect as well as for candidates for Board representatives. I will collect and certify
the nominations to the Nominating Committee. Please make your selection by November 13,
2009.
Sincerely,
Angelo DeNisi
Past President
Division & Interest Group Enterprise and Challenge Awards: Call
for Proposals
Division & Interest Group Enterprise and Challenge Awards: Call for Proposals
The Division and Interest Group Relations (DIGR) committee is now accepting proposals for the
Division and Interest Group Enterprise and Challenge Awards. This awards program seeks to
encourage divisions and interest groups to develop innovative initiatives that promote and
improve member services. Divisions and interest groups may apply for grant funding through
this awards program to assist in the initialization and development of such programs and
services.
Preference will be given to initiatives that:
• Build communities of interest and/or learning
• Expand member outreach beyond the annual meeting
• Develop learning portals or knowledge repositories
• Innovatively serve members in a virtual world
In keeping with the above, and in light of our membership statistics and survey results that make
clear our growing size and diversity, we will especially be looking for 2009-2010 initiatives that
a) create connections between members in new and sustained ways or b) embrace the use of new
technologies to innovatively involve and serve members in a global association.
Awards will be granted to proposals with descriptions that fit into the following categories:
Challenge Award
This award seeks to provide seed money for an initiative that is still in an early development
stage. (Divisions and interest groups receiving this type of funding are invited to apply for an
Enterprise Award during the next award cycle with the understanding that there is no guarantee
of additional funding.)
Enterprise Award
This award seeks to provide start-up funds for an initiative that is ready to be implemented
within the fiscal year. Initiatives that will be considered for this award must have a clear plan
developed and ready to be put into action. (Divisions and interest groups need not have
previously applied for or received Challenge Award funding in order to be considered)
Award Amounts
There is an award pool of $6,000 available to be applied to proposals in both the Challenge and
Enterprise categories. Amounts awarded under each category are based on the merit of the
proposals in each respective category, and multiple divisions or interest groups may apply for
and receive awards in either or both categories. There is no minimum or maximum amount that
may be awarded within each category as long as total funding distributions across both
categories do not exceed $6,000.
Since the awards inception in 2004, the committee has reviewed an average of 3-4 proposals for
each award category per year. Actual award amounts have ranged from $300 - $2,000 per
qualifying application. The committee may opt to provide no award or adjust the award amounts
in either category based on its review and judgment of the quality of the applications.
Funding Restrictions
Funding will NOT be granted to any proposal, regardless of the merits of the initiative, if the
specified use of funds falls into any of the following descriptions:
• AOM membership fees
• AOM registration fees or registration fees for any other similar conference
• Scholarships of any kind
• Food and beverage for receptions or social functions at the AOM meeting or any other
conferences or social venues
How to Apply
Detailed criteria for each award follows. Proposals must be e-mailed (no hard copies please) by
November 15, 2009 to Kerry Ignatz, Member Services Manager (kignatz@pace.edu). Proposals
will be reviewed by the Division and Interest Group Relations Committee (DIGR). Awards will
be announced by December 15, 2009. Funding for both the Enterprise and Challenge Awards
will be made within one week after the start of the fiscal year (January 1st).
Please note that proposals most likely to be funded will contain:
• a detailed budget
• a specific funding amount request
• a clearly described action plan
Please also remember that proposals which request funding for receptions/social events or other
food and beverage at the Academy Annual Meeting or traditional PDW sessions will not be
considered for either award.
Challenge Award
Purpose
To provide seed money to a division or interest group for a new initiative or program, which is
still in an early development stage, that will enhance or improve member services for its
members.
Awards will be made on the merits of the proposal as determined by the DIGR Committee. The
award winning division(s) or interest group(s) will receive their full award added to their
operating budget within a week after the start of the fiscal year (January 1st).
A report outlining the progress made with the initiative or program is expected no later than
November 15th of the award year.
Requirements for Challenge Award
Proposals no more than two (2) pages in length should include:
• Description of the new initiative or program and the steps needed for implementation. This
must be a new initiative or program, not a continuation of an existing program.
• Description of benefits to division members and the broader membership of the Academy of
Management
• Estimated total cost of the new initiative or program including a detailed budget, the specific
amount requested for this award, and any other funding being used.
• Rationale for the amount being requested
• Action plan detailing clear goals for initiating the new program
• Description of the measurable outcomes of the above-mentioned new initiative or program
• Estimated date of implementation
Follow-Up
Award winning divisions and interest groups are required to submit a report outlining the
progress made with the initiative or program by November 15 of the award year. Progress
reports should be e-mailed to Kerry Ignatz (kignatz@pace.edu) and will be reviewed by the
DIGR committee.
Enterprise Award
Purpose
To provide a division or interest group with the necessary funding to launch an initiative or
program which enhances or improves services and/or opportunities for its members. The
initiative or program must be well developed, have a detailed plan in place, and be ready for
implementation in the award year.
The Award will be made on the merits of the new initiative or program as determined by the
DIGR Committee. The award winning division(s) or interest group(s) will receive their full
award added to their operating budget within a week after the start of the new fiscal year
(January 1st).
A report outlining the progress made with the initiative or program is expected no later than
November 15th of the award year.
Requirements for Enterprise Award
Proposals no more than two (2) pages in length should include:
• Description of the new initiative or program to be undertaken during the fiscal year following
notification of the award to enhance or improve services and/or opportunities for division
members. (An exception to this requirement that the initiative be new is when the Enterprise
Award proposal comes from a Division or Interest Group who, in addition to meeting all criteria
stated below, has previously received a Challenge Award and can clearly demonstrate the steps
taken to prepare the initiative for immediate implementation.)
• Description of the benefits to division members and the broader membership of the Academy
of Management.
• Estimated total cost of the new initiative or program including a detailed budget, the specific
amount requested for this award, and any other funding being used.
• Rationale for the amount being requested
• A detailed action plan which demonstrates the new initiative’s readiness for implementation
• Description of the measurable outcomes of the above-mentioned new initiative or program.
• Estimated date of implementation (no later than December 31st of the award year).
Follow-Up
Award winning divisions and interest groups are required to submit a report outlining the
progress made with the initiative or program by November 15 of the award year. Progress
reports should be e-mailed to Kerry Ignatz (kignatz@pace.edu) and will be reviewed by the
DIGR committee.
Call for Nominations - The Carolyn Dexter Award
CALL FOR NOMINATIONS: THE CAROLYN DEXTER AWARD
Carolyn Dexter Award
The Carolyn Dexter Award is an all-Academy award given to the paper that best meets the
objective of internationalizing the Academy. This serves the mission of the Academy and the
charge of the International Theme Committee, which sponsors this Award. The recipient of the
award is given a plaque. The criteria for the Award include the following:
a. The theme and content of the paper should reflect an awareness of business and management
outside domestic boundaries;
b. Collaboration between scholars from different countries is desirable;
c. Papers are considered for the Carolyn Dexter Award if they offer new insights, are rich in
observation, and employ creative methodologies. Submissions are welcomed of topics or
methods that are not in the U.S. mainstream, but are important in other countries' research
traditions and are of excellent quality in accord with the criteria of these traditions.
If you would like your paper to be considered, please watch for the 2010 Call for Submissions
opening on November 3, 2009. You can nominate your submission by placing a check in the
"Dexter Award Nominee" box on the submission abstract entry screen. Submissions will be open
until January 15, 2010.
Each division or interest group program chair then nominates one paper to the committee Chair
of the Dexter Award, Rosa Nelly Trevinyo-Rodriguez. The authors of the papers who have been
nominated by the division and interest group program chairs will be asked to send an electronic
version and a hard copy of their paper to this award chair. Finalists will be notified prior to the
conference and the winners will be announced at the conference in Montreal in August 2010. All
finalists are expected to be in attendance.
Call for Nominations - 2010 Career Achievement Awards
CALL FOR NOMINATIONS: 2010 CAREER ACHIEVEMENT AWARDS
As a primarily volunteer organization, it is necessary and important to provide opportunities for
members to gain recognition for their outstanding contributions to the Academy and the field of
Management. Recognizing our deserving colleagues is an important way for us to appreciate
their career achievements and set the bar for our younger colleagues.
The AOM Career Achievement Awards Committee is currently accepting nominations for the
following awards, and we are counting on you to help us identify potential honorees. We invite
you to review the criteria for each award, and nominate a worthy colleague in each category. All
nominations should be submitted by April 15, 2010 to the Committee Chair:
Sara L. Rynes, Career Achievement Awards Chair
University Of Iowa
Tippie Col. of Bus. CBA-108PBB
100 West Jefferson Street
Iowa City, IA 52242-1000
Email: sara-rynes@uiowa.edu
Distinguished Educator Award
Criteria for this all-Academy award include excellence in one or more of the following:
1. Developing doctoral students
2. Effective teaching in the classroom and/or other forums
3. Pedagogical innovations such as the development and dissemination of new and effective
teaching methods and designs.
Anyone who meets these criteria is eligible for the award; Academy membership is not a
requirement.
• To nominate someone for the Distinguished Educator Award, send a letter [no more than two
pages] to the Chair of the Career Achievement Awards Committee that specifically describes the
person’s accomplishments in relation to the award criteria along with a copy of the nominee’s
resume.
• We encourage up to three [no more than three] letters of support for inclusion in the
nomination package. The Committee may subsequently request additional information from the
nominator and/or nominee.
• The recipient will be recognized at the Academy’s 2010 meeting, and is expected to accept
the award in person.
• Nominations must be submitted electronically and received by the Chair of the Award
Committee no later than April 15, 2010.
Distinguished Scholar-Practitioner
Criteria for this all-Academy award include excellence in one or more of the following:
1. Successful application of theory or research in practice and/or contributed to knowledge
through extraction of learning from practice
2. Authored scholarly works which have substantively affected the practice of management
3. Integration of research and practice.
4. Their work will be respected by peers (both practitioner and academic).
Nominees for this award may be or have been executives, authors, academics, or consultants, but
the emphasis in this award is on the practitioner-scholar whose sense of inquiry and pursuit of
knowledge have risen above just using practice-based learning to influence theory and researchbased theory to influence practice.
• To nominate someone for the Distinguished Scholar-Practitioner Award, send a letter [no
more than two pages] to the Chair of the Career Achievement Awards Committee that
specifically describes the person’s accomplishments in relation to the award criteria along with a
copy of the nominee’s resume.
• We encourage up to three [no more than three] letters of support for inclusion in the
nomination package. The Committee may subsequently request additional information from the
nominator and/or nominee.
• The recipient will be recognized at the Academy’s 2010 meeting, and is expected to accept
the award in person.
• Nominations must be submitted electronically and received by the Chair of the Award
Committee no later than April 15, 2010.
Scholarly Contributions to Management Award
This award is granted on an annual basis for significant scholarly contributions that have
advanced management and organizational knowledge and practice. Such contributions are
defined to include the creation and dissemination of new knowledge in the form of empirical or
theoretical developments. Significant scholarly contributions may take the form of conceptual,
theoretical, or empirical developments having significant impact upon management knowledge
and practice.
Anyone who meets these criteria is eligible for the award; Academy membership is not a
requirement.
• To nominate someone for the Scholarly Contributions Award, send a letter [no more than two
pages] to the Chair of the Career Achievement Awards Committee that specifically describes the
person’s accomplishments in relation to the award criteria along with a copy of the nominee’s
resume.
• We encourage up to three [no more than three] letters of support for inclusion in the
nomination package. The Committee may subsequently request additional information from the
nominator and/or nominee.
• The recipient will be recognized at the Academy’s 2010 meeting, and is expected to accept
the award in person.
• Nominations must be submitted electronically and received by the Chair of the Award
Committee no later than April 15, 2010.
Distinguished Service Award
Criteria for this all-Academy award include excellence in one or more of the following:
1. Developing and/or enhancing a field of study
2. Founding or creatively editing a journal
3. Building institutions, for example through creative or unusually effective service to a major
professional organization.
Anyone who meets these criteria is eligible for the award; Academy membership is not a
requirement.
• To nominate someone for the Distinguished Service Award, send a letter [no more than two
pages] to the Chair of the Career Achievement Awards Committee that specifically describes the
person’s accomplishments in relation to the award criteria along with a copy of the nominee’s
resume.
• We encourage up to three [no more than three] letters of support for inclusion in the
nomination package. The Committee may subsequently request additional information from the
nominator and/or nominee.
• The recipient will be recognized at the Academy’s 2010 meeting, and is expected to accept
the award in person.
• Nominations must be submitted electronically and received by the Chair of the Award
Committee no later than April 15, 2009.
Call for Nominations - George R. Terry Book Award
CALL FOR NOMINATIONS: GEORGE R. TERRY BOOK AWARD
George R. Terry Book Award
This award is granted annually to the book judged to have made the most outstanding
contribution to the advancement of management knowledge, and published during the past two
years (i.e. 2008 or 2009). Books that contribute to the advancement of management theory,
conceptualization, research, or practice are eligible. Books intended or primarily used as text
books are not eligible for this award. Nominated books must be single-authored, not edited.
The nomination process consists of sending copies of the book to the Chair and members of the
Award Committee. Nominations are normally submitted by publishers. If members wish to
nominate a book, it is their responsibility to contact the publisher and ask them to complete the
nomination process.
The recipient will be recognized at the Academy’s 2010 meeting in Montreal, and is expected to
accept the award in person.
Copies of each nominated book must be received by members of the Award Committee. Books
should be sent to the chair and committee members between January 1 – February 1, 2010.
Please send an email message to the Chair, Anita McGahan, after December 1, 2009 to request
the addresses of committee members.
Call for Nominations - William H. Newman Award
CALL FOR NOMINATIONS: WILLIAM H. NEWMAN AWARD
(Best paper based on a recent dissertation)
William H. Newman Award
The Academy of Management awards the William H. Newman Award for outstanding papers
based on recent dissertations. This prestigious award can be given to up to three papers a year.
Each paper must be: (a) single-authored and (b) based on a doctoral dissertation completed
within the last three years. All nominated papers should have been completed and accepted on
or before January 15, 2010.
Criteria include:
• Addresses a significant organizational phenomenon
• Shows appropriate consideration of relevant theoretical and empirical literature
• Author offers reasonable interpretations of the research results, draws appropriate inferences
about the theoretical and applied implications of the results, and suggests promising directions
for future research
• Yields information that is both practically and theoretically relevant and important
• Presented logically, succinctly, and clearly
If you would like your paper to be considered, please watch for the 2010 Call for Submissions
opening on November 3, 2009. You can nominate your submission by placing a check in the
"Newman Award Nominee" box on the submission abstract entry screen. Submissions will be
open until January 15, 2010.
Each division or interest group program chair then nominates one paper to the award committee.
The authors of the papers who have been nominated by the division and interest group program
chairs will be asked to send an electronic version and a hard copy of their paper to the award
chair. Finalists will be notified prior to the conference and the winners will be announced at the
conference in Montreal in August 2010. All finalists are expected to be in attendance.
Newman Award Committee Chair:
Jeff Thompson
Brigham Young University
Romney Institute of Public Management
770 TNRB
Provo, UT 84602
email: jeff_thompson@byu.edu
Academy of Management Annals - Editor Search
EDITOR SEARCH FOR THE
ACADEMY OF MANAGEMENT ANNALS
The mission of the Academy of Management Annals is to provide
periodic, comprehensive examinations of recent advances in the field
of organization and management. Written by leading management
scholars, each annual volume features critical reviews of the research in
the field. Through these systematic analyses, the Annals summarize
previously established ideas and empirical results, pinpoints potential
problems, conundrums and challenges, and inspire our continuing
research activity.
Nominations are being sought for the position of editors of the
Academy of Management Annals. The person(s) selected will become
editor-elect on January 1, 2010 and will work closely with the current editors during the first
half of the year and, beginning with volume 5, will assist in the production of the content for that
year. The editor-elect will assume full responsibility as editor of volume 6 on August 1, 2010
and begin preparation for the subsequent volumes of the Annals. The term of office as editor is
three years, beginning August 1, 2010. Specific qualifications include the following:
• Extensive scholarly contributions in management, including publications associated with the
mission of the Annals
• Significant experience and an excellent reputation as a reviewer, an editorial board member,
or an editor/associate editor of a management-related publication
• Nominees should have a reputable, broad range of publishing achievements, are widely read,
with an extensive network in the field
• Demonstrated administrative skills, capacity to handle a demanding workload and meet
deadlines, and ability to work constructively with authors, and the Academy’s Board of
Governors
• A doctoral degree in a management discipline
• A member of the Academy of Management
• Incoming editor should be comfortable working with the publisher and the managing editor in
a long distance relationship
• Nominees may recommend a potential co-editor with the demonstrated top tier criteria listed
above, who can augment and diversify the knowledge base required of the Annals editor.
Selection will be a three-stage process. The Journals Committee (a committee of the Academy
of Management Board of Governors) will review the nominations and will request complete
applications from those that best fit the criteria above. Applicants that move to the second stage
will be asked to submit a detailed proposal of how they would further the goals of the
publication. In the third stage, the Journals Committee will forward a recommendation to the full
Board of Governors who will finalize the recommendation.
Nominations, including self-nominations, will be accepted until November 1, 2009. Submissions
should be sent by e-mail and are to include:
• The nominee's name, full address, telephone number, and e-mail address
• A letter describing the nominee's qualifications and experience relevant to the selection
criteria
• A current curriculum vitae
Email nominations to: Michael Davis
mdavis@pace.edu
Academy of Management
P.O. Box 3020
Briarcliff Manor, NY 10510
914-923-2607 – Phone
914-923-2615 – Fax
Questions about the specific operation of the Academy of Management Annals may be addressed
to the current editors, James P. Walsh (jpwalsh@umich.edu) and Arthur P. Brief
(Arthur.brief@business.utah.edu). The online issues are available for free to Academy members.
For details visit: http://login.aomonline.org/aom.asp?ID=12#pubs
Academy of Management Journal - Editor Search
EDITOR SEARCH FOR THE
ACADEMY OF MANAGEMENT JOURNAL
The mission of the Academy of Management Journal (AMJ) is to publish
empirical research that tests knowledge-based claims. All empirical
methods, including, but not limited to, qualitative, quantitative, field,
laboratory, or combination methods are welcome. Articles published in
AMJ must make strong empirical and theoretical contributions and
highlight the significance of those contributions to the management
field. Thus, preference is given to submissions that provide a strong
theoretical framework as the foundation of empirical examination of
issues with high relevance for management theory and practice.
Nominations are being sought for the position of editor of the Academy of Management
Journal. The person selected will become editor-elect on July 1, 2010, and editor on January 1,
2011. The term of office as editor is three years, beginning January 1, 2011. Specific
qualifications include the following:
• Significant scholarly contributions in management, including publications associated with the
mission of the AMJ
• Extensive experience and an excellent reputation as a reviewer, an editorial board member, or
an editor of a management-related journal
• Demonstrated administrative skills, capacity to handle a demanding workload and meet
deadlines, and ability to work constructively with authors, reviewers, and the Academy’s Board
of Governors
• A doctoral degree in a management discipline
• A member of the Academy of Management
• Incoming editor should be comfortable working with Managing Editor in a long distance
relationship because the Managing editor function will be housed at the Academy’s headquarters
office.
• Familiarity with, and ability to use, a web based submission and review system.
Selection will be a three-stage process. The Journals Committee (a committee of the Academy
of Management Board of Governors) will review the nominations and will request complete
applications from those that best fit the criteria above. Applicants that move to the second stage
will be asked to submit a detailed proposal of how they would further the goals of the journal as
described in the editorial mission statement contained in each issue. Further, it is strongly
preferred (though not absolutely required) that second-stage applicants submit a letter of support
from their deans confirming no more than a 1-course teaching load per year for the entire term as
editor. In the third stage, the Journals Committee will forward a recommendation to the full
Board of Governors who will finalize the recommendation.
Nominations, including self-nominations, will be accepted until November 12, 2009.
Submissions should be sent by e-mail and are to include:
• The nominee's name, full address, telephone number, and e-mail address
• A letter describing the nominee's qualifications and experience relevant to the selection
criteria
• A current curriculum vitae
Email nominations to:
Susan Zaid
szaid@pace.edu
Academy of Management
P.O. Box 3020
Briarcliff Manor, NY 10510
914-923-2607 – Phone
914-923-2636 – Fax
A copy of the Academy of Management’s “Journal Policies and Procedures” may be obtained
upon request. Questions about the specific operation of the Academy of Management Journal
may be addressed to the current editor, R. Duane Ireland (direland@mays.tamu.edu).
Call for Submissions - Award for Dissertation Research on Small
Groups
AWARD FOR DISSERTATION RESARCH ON SMALL GROUPS
Each year, Division 49 (Group Psychology and Group Psychotherapy) of the American
Psychological Association (APA) gives an award for the best dissertation on small groups,
research completed during the previous calendar year.
The most recent award winner, for 2008, has just been announced. She is Dr. Lindred Greer,
who received her Ph.D. from Leiden University and is now a faculty member at the University of
Amsterdam. The title of Dr. Greer’s dissertation was “Team Composition and Conflict: The
Role of Individual Differences.”
The award, which will be presented at the division’s business meeting during the APA
Convention in Toronto this summer, includes a cash prize of $500, a special plaque, and a threeyear free membership in the division. Dr. Greer joins a distinguished list of scholars who have
won the award in past years, including Drs. Karen Jehn, Amy Edmondson, Deborah Gruenfeld,
Mary Waller, and Robert Lount. Interestingly, Dr. Greer’s dissertation advisor was Dr. Karen
Jehn, the first person ever to win our award.
This award is given every year, so interested students, who are studying small groups and
whose dissertations will be completed this year, should think about competing for the 2009
award. To enter, simply send a brief (5-pages maximum, typewritten and double-spaced)
abstract of the dissertation to Dr. Richard Moreland, 3103 Sennott Square, Department of
Psychology, University of Pittsburgh, PA 15260. The deadline for submitting abstracts is
Jannuary 31 of 2010. The research in the dissertation can involve any phenomenon in any kind
of group, studied using any methodology. Questions about the award can be sent to Dr.
Moreland at cslewis@pitt.edu
Call for Papers - Sensemaking, Organizing and Storytelling
Human Relations Special Issue call for papers on Sensemaking, organizing and storytelling
Guest editors: Ian Colville (University of Bath)Andrew D. Brown (University of Bath) Annie
Pye (University of Exeter) Submission deadline: March 31, 2010.
Sensemaking, organizing and storytelling are three conceptual fields in organization studies
which are clearly interrelated, yet these linkages remain open for development. The purpose of
this Special Issue is to explore theoretically and exploit practically these inherent, yet
underdeveloped, linkages between sensemaking, organizing and storytelling to further their
individual and joint understandings.
Although these three elements are, perhaps, most easily located in the Weickian tradition, each
term has an intellectual history that is distinct from this and as a result, each has attracted the
attention of a range of scholars across the social sciences. For example, storytelling as part of
the narrative turn is a significant movement in social psychology, sociology and the humanities,
and in recent times, it has burgeoned in organization and management studies. Despite the
obvious links between storytelling and sensemaking, overlaps between them remain relatively
unexplored, and this cross-over provides an opportunity for fecundity and theory development
from whichever side the sensemaking and storytelling link is approached. ‘Organizing’ similarly
provides the opportunity for rich and varied connections. For instance, viewed as a grammar for
reducing equivocality it immediately links to the concerns of those working within the linguistic
turn in general, and more immediately to those scholars in the ‘practices field’ of communication
studies.
There is, in short, broad scope to bring social theory and social practice together through further
empirical and theoretical research in this field. As a bridge between sensemaking and
storytelling, organizing also invites contributions from process scholars who currently build on
the dynamism of the adverbial nature of organizing to reverse the ontological priorities in
reconstructing the way we understand social, organizational and cognitive change. In addition,
this opens a pathway to the strategy-as-practice movement for which the use of the gerund, via
the three ‘ings’ of sensemaking, organizing and storytelling, invites the practice approach to
meet the process orientation.
Together these three themes of sensemaking, organizing and storytelling provide tremendous
scope for further developing our knowledge and understanding of action that lies at the heart of
organisation (and management) studies and has inspired this Special Issue. To be considered for
this Special Issue, submissions must fit with the Aim and Scope of Human Relations – please
see: http://www.tavinstitute.org/humanrelations/about_journal/aims.html. While we do not
intend to be prescriptive, such papers may address such questions as:
How is sensemaking accomplished through storytelling and with what implications for
processes of organizing?
• How do processes of communication inform aspects of organizing such as decision
making, strategizing, identity regulation, leadership and change?
• How can existing frameworks for analyzing stories contribute to our understanding of
communication and organizing?
• How are storytelling, communication and organizing suffused with power, and what are
the implications of these relations of power for organisational processes and outcomes?
• If following is a defining aspect of leading, how is our understanding
of leadership enhanced by distinguishing between sensemaking and sensegiving?
• How will the rise of organizing without and beyond organization in society affect our
views of organization and social movement?
• What new narratives will be created as a means of making sense of/ with current political
and economic equivocal ties?
• What is the unfolding story of our times and how will a consideration of process and
pragmatic philosophy help us catch it as it happens?
We welcome conceptual and empirical papers that make clear contributions to thinking about
salient issues that connect sensemaking, processes of organizing and storytelling. Independent of
the specific methods that are employed, papers should place a strong emphasis on theory
development. Submissions that have the potential to invigorate current and stimulate future
debates and research in these areas are particularly welcome.
•
Contributors should note: This call is open and competitive, and the submitted papers will be
blind reviewed in the normal way.
Submitted papers must be based on original material not under consideration by any other
journal or outlet.
For empirical papers based on data sets from which multiple papers
have been generated, the Guest Editors must be provided with copies of all other papers based on
the same data.
The Guest Editors will select five papers to be included in the Special
Issue; additional high quality papers submitted in this process may be published in other issues
of the journal. The deadline for submission is 31 March 2010. This Special Issue is intended
for publication in late 2011 or early 2012. Papers to be considered for this Special Issue should
be submitted online in accordance with our submission guidelines:
http://www.tavinstitute.org/humanrelations/submit_paper.html.Please indicate in your covering
letter that the paper is intended for this Special Issue.
Please direct any questions about the submission process, or any administrative matter, to Claire
Castle, Managing Editor: humanrelationsjournal@tavinstitute.org.
The Guest Editors of this Special Issue are very happy to discuss initial ideas for papers with
potential authors, and may be contacted directly: Ian Colville
i.d.colville@bath.ac.ukAndrew D. Brown
a.d.brown@bath.ac.ukAnnie Pye
annie.pye@exeter.ac.uk
Cary L. Cooper Appointed Chair of the Academy of Social Sciences
Professor Cary L. Cooper of Lancaster University Management School in the UK has just been
appointed as Chair of the prestigious Academy of the Social Sciences as of July 1, 2009.
This is the umbrella scholarly association for all the learned societies in the social sciences
(eg.psychology, sociology, management, economics, etc.). Professor Cooper has also been
identified by HR Magazine in Europe as the 6th Most Influential Thinker in HR for 2009.
Professor Cary L. Cooper, CBE
Pro-Vice-Chancellor (External Relations) Distinguished Professor of Organizational Psychology
and Health Lancaster University Lancaster
LA1 4YW
Tel: 01524 592080/592299
Mobile: 07841 929642/ 07770 347230
American Public University System Vice President Wins Award for
Innovation in Online Learning
The 2009 Wagner Award for Distance Education Leadership was
presented to COL (USA, ret) Philip A. McNair of the American
Public University System on June 21st during the Distance
Learning Administration conference at St Simons Island,
Georgia.
The annual DLA conference is sponsored by the University of
West Georgia and the Online Journal of Distance Learning
Administration and brings together educators from all over the
world to share information and ideas about distance education from faculty, staff and support
perspectives. The award for Distance Education Leadership is presented each year to an
individual who has embraced and significantly impacted distance education and distance
learning practices and is responsible for the growth of distance learning programs, has
exemplified activities that have contributed to better understanding of distance education
practices, and has participated in research involving distance education.
Col McNair is the Vice President for Academic Services at American Public University System,
a position he has held for 4 and a half years. His department is especially proud of its faculty
training and professional development program, its instructional design process and
methodology, the support it provides to faculty and student users of the electronic classroom, and
the management of the most critical new student course at APUS called Foundations of Online
Learning, which attracts more than 1800 new students every month.
For more information about joining the Community of Scholars at APUS visit www.apus.edu
New Book Announcement - Spirituality and CSR
Spirituality and Corporate Social Responsibility:
Interpenetrating Worlds
Edited by David Bubna-Litic, University of Technology Sydney,
Australia
Published by Gower: Corporate Social Responsibility Series, 2009
Religion and spirituality have often been treated with a secular
disdain by management theorists. Recently, the tide has begun to turn
and there is a growing openness to cite spirituality in academic
analysis and debate, and when considering issues of practical concern
to those engaged in the actual business of management.
This provocative book brings together a range of leading thinkers to consider the relationship
between spirituality and corporate social responsibility. The book's contributors examine
spirituality as an inherent dimension of corporate life even if it is only known through its absence
- and through the negative consequences of this absence on people and the planet.
Spirituality and Corporate Social Responsibility is a fascinating read for anyone with an interest
in ways in which spirituality relates to what is or what should be driving businesses and
organizations to more responsible behaviour.
Contributors Contents: David Bubna-Litic, Pankaj Mishra, Charles Birch, David Paul,
Winton Higgins, Nicholas Capaldi, David R. Loy, Julie Nelson, Ian I. Mitroff, Terri D. Egan, C.
Murat Alpaslan , Sandy E. Green , Dexter Dunphy, Ana Maria Davila Gomez, David Crowther.
Link:
https://www.ashgate.com/default.aspx?page=641&calcTitle=1&pageSubject=1695&title_id=8188&edition_id=9505
New Book Announcement - Ten Rules for the Persuasive Researcher
Ten Rules for the Persuasive Researcher
The book, Ten Rules for the Persuasive Researcher, is for all
researchers and reviewers, novice or tenured, who want to participate
in a scholarly discourse. Although its content focuses primarily on
management, it lends itself very well to researchers and active
reviewers in other fields of knowledge (psychology, education,
sociology, etc.), including the "hard" sciences (physical, chemistry,
etc.). Ten rules for the Persuasive Researcher may also be useful
during the preparation and the writing of a dissertation.
The ten rules are supported by many recent articles, the opinion of
Editors at several prestigious journals’ as well as the personal
experiences of the author, researcher and evaluator.
These rules will help the researcher to develop a research project and to write texts about it in
order to persuade the editor as well as the reviewers. These rules could also guide the reviewers
in their evaluation.
In Memoriam - Richard H. Franke
In MemoriamRichard H. Franke
(1937- 2009)
A long-time member of the Academy of Management, Richard
Herbert Franke, died suddenly on Tuesday, September 1, at his home
in Baltimore. He was born on December 19, 1937, in Washington,
DC., after majoring in chemical engineering at Cornell University, he
earned an MBA at the University of Pittsburgh in 1965, and a Ph.D. in Management from the
University of Rochester in 1974.
His dissertation, “An Empirical Appraisal of the Achievement Motivation Model Applied to
Nations,” was directed by Bernard M. Bass. Prior to pursuing his doctorate, Richard worked as a
chemical engineer for Union Carbide International, Consolidation Coal Company, Air Products,
and St. Joseph Lead Co. He served on the faculties at the University of Wisconsin-Milwaukee,
the Worcester Polytechnic Institute, and, since 1983, at Loyola University, Baltimore. He also
held research positions with the National Academy of Sciences and the Management Research
Center at the University of Rochester.
With his colleague James Kaul, Richard conducted the first statistical re-interpretation of the
Hawthorne Studies. His more recent research focused on the impact of pollution, environment
and climate on human welfare and productivity, and developing a comprehensive quantitative
case analysis technique for understanding and transforming business performance.
He leaves behind his loving wife of nearly 46 years Elke K. Franke; two sons and their wives
Martin and Mary Franke; Erik and Michele Franke; grandchildren Madeleine, Lucas, and
Thatcher; and Sisters Carol Carr and Marilyn Oliver. Richard is remembered for igniting in his
students the same passion and excitement for research that was the center of his professional life.
His wry sense of humor and unfailing bonhomie were hallmarks that endeared him to everyone
fortunate enough to have had the pleasure of his acquaintance.
In Memoriam - William B. Wolf
In Memoriam
William B. Wolf
(1920 - 2009)
William Benjamin Wolf, The Academy’s 26th president (1971), passed
away at his home in West Seattle, WA, June 13, 2009. A true
renaissance man with an interest in all aspects of international
management, management consulting, human resource management, and
the evolution of management thought, Bill was perhaps best known as
the editor of the Chester I. Barnard papers. He was born on June 9, 1920,
the son of Meyer and Mabel (Cohen) Wolf.
Bill served on the Cornell University School of Industrial and Labor Relations faculty from
1969-1982. He held a prior appointments in the School of Business Administration at the
University of Washington, where he also served as head wrestling coach, and the University of
Southern California. Following his retirement form Cornell, he held visiting appointments at the
Norwegian School of Management; Kyoto University; Hiroshima National University;
University of New South Wales; University of Hawaii; Zhongshan University; University of
California, Los Angeles; Instituto De Estudios Superiores De Administracion; and the University
of California, Irvine, among others. Bill received his A. B. in Economics, with highest honors,
from the University of California, Berkeley, where he was captain of the wrestling team and
inducted into Phi Beta Kappa. While at Berkeley, he was an I. W. Hellman Scholar, as well as
teaching assistant to Robert Aaron Gordon. From 1942-1948, Bill was the Supervisor of
Industrial Engineering at Union Asbestos and Rubber, Cicero, IL. It was here that he came into
contact with the asbestos dust and fibers that led to the mesothelioma he endured at the end of his
life. Bill received his MBA degree from Northwestern University (1945) and his Ph.D. degree
from the University of Chicago (1954). He held a Carnegie Foundation Fellowship in 1949.
When Bill assumed the Academy’s presidency on December 11, 1970, it membership roster
listed 1,500 names. At the time, membership was growing at roughly 400 members a year.
Circulation of the Academy of Management Journal – the Academy’s only journal – was 3,400.
Paradoxically, the most common complaint of the Academy’s membership was the manner in
which it was managed. In advance of his presidential year, Bill traveled over 25,000 miles to
meet with Academy members throughout the country and spent countless hours on the phone and
in meetings to address the members’ concern. In response to their concern, as Academy
president, Bill initiated various actions of which all current Academy members are beneficiaries.
Most notably, he established the Academy’s initial eleven Professional Divisions. As Bill wrote
in a Presidential Letter to the membership, these divisions were “created to advance the
profession by encouraging scholars of similar specialized interest to come together to recreate
the old camaraderie which seems to be slipping away as the organization has grown bigger.”
Looking back across time to 1970, there is little doubt that the Academy was at a crossroads.
The Academy’s 31st annual meeting in Atlanta, August 15 - 18, 1971, was the first year that
Professional Divisions met to determine their structure and future activities. The 550 members
who registered for the meeting experienced a renewed vigor in the Academy as an unprecedented
array of leadership roles were opened to the membership. George A. Steiner, Bill’s successor as
Academy president, attributed this upsurge in vitality “to the stimulus of the new Professional
Divisions.” This stimulus was felt not only within the Academy itself, but also throughout the
Unites States, as regional associations soon emulated the new Professional Division structure as
a mode for organizing their own programs. The Academy’s history over the past 40 years shows
that Bill was, indeed, prescient in his thinking and hopes. Today the Academy has 18,611
members organized into 24 divisions and interest groups.
The emergence of the Academy in its present-day form is Bill Wolf’s legacy. It is a legacy
borne of a deep involvement and concern with challenges first faced by the Academy over 40
years ago. More than anyone, the Academy’s current success is due to Bill’s farsighted efforts to
make the Academy responsive to its membership. He was especially proud to note that his dream
for the Academy had blossomed into an international association of professionals from 109
nations.
Beyond his contributions to the Academy, Bill will be remembered for many things – his
eclectic mind, his ability to breach disciplinary boundaries to create unpredictable connections,
his good cheer and decency, and his respect for the wisdom that age and experience impart. Bill
left many friends and family, including three sons, John Peters, Steve Hay, and Richard
Kingsland and his daughter-in-laws Marilyn Rose Ferguson-Wolf, Mabelle Angeles Wolf and
five loving grandchildren: Sarah Nicole Wolf, Ann Louise Ferguson Wolf, Simon Emmert Wolf,
Melissa Anais Wolf and Olivia Inez Wolf. He was preceded in death by his wife, Anne MaComb
née Peters, who passed away in 1968. He will be missed by the many students, colleagues, and
friends whose lives he touched. His final gift to all who knew him will remain the model of a life
well lived. Memorial donations may be sent to The Wolf-Barnard Library in c/o of Peter Wolf
(4819 45th Ave SW, Seattle, WA 98116-4416 (peterwolf@whidbey.com) or Patrick Cooley
(4037 Francis Ave. N, Seattle, WA 98103-7728).
Arthur G. Bedeian
June 29, 2009