Academy of Management News October 2010
Volume 41, Issue 3
Table of Contents
2010 Annual Conference Updates
Message from Ming-Jer Chen, AOM 2011 Program Chair
Message from R. Duane Ireland, AOM Professional Development Workshop Chair
San Antonio
Calls for Submissions, Proposals and Nominations
Call for Nominations - WOP-P Scholarships 2011-2012
Call for Nominations - Editor-in-Chief for Human Relations
Call for Papers - Social Responsibility Conference
Call for Papers - Special Issue Journal of Business Ethics: Positive Organizational Ethics
Member Updates
Social Media Survey
AOM Connect Tutorial Library Announced
AOM‘s Strategic Plan Comes Alive Through Strategic Doing
Academy of Management Perspectives is Connect-ing Members
Bringing Experiences and Insights from the World of Practice to Scholarship
New Book Announcement - Management
New Book Announcement - Toward Assessing Business Ethics Education
New Book Announcement - Joining Forces, Revised and Updated
New Book Announcement - From Workplace to Playspace
New Book Announcement - Entrepreneurship Research
Academy of Management News October 2010
Volume 41, Issue 3
2010 Annual Conference Updates
Message from Ming-Jer Chen, AOM 2011 Program Chair
As the end of the year approaches, I‘d like to take this opportunity to share with you the many
exciting things that have been planned in conjunction with the 2011 Annual Meeting on August
12–16 in San Antonio, Texas.
An Inviting Program Theme ―West Meets East: Enlightening, Balancing, and Transcending.‖
The theme of the 2011 meeting in San Antonio encourages members of the Academy of
Management to reflect on our activities in research, teaching, practice and service, in light of the
changing nature of the global reality. The theme offers two related interpretations. At one level,
it invites us to examine one of the most important trends of our time: the rise of Asia on the
world stage. After centuries of Western leadership, the businesses and governments of China,
India, and the rest of the East—as well as emerging economies—are asserting themselves with
new vigor, causing business leaders, management scholars, and the Academy itself to wonder
about the implications of the East‘s (re)emergence. At a deeper level, the theme addresses how
scholars and executives make sense of and use apparent opposites simultaneously. Competition
and cooperation, shareholder value and social welfare, individualism and collectivism, global
and local, long term and short term, West and East—our world is full of such apparent
polarities. How can scholars and business leaders gain enlightenment from the contrasts we
inevitably encounter in management? How can we achieve balance between opposites? How
can we transcend antithesis and draw strength from differences? Simply put, enlightening,
balancing, and transcending open up opportunities for a richer and more expansive platform for
new paths of scholarly, pedagogical, managerial, and human pursuits. The theme pushes us to
reexamine our professional activities and dares us to challenge the status quo and to explore new
paradigms in the new global environment.
Submissions to the 2011 Program
The Call for Submissions (http://annualmeeting.aomonline.org/2011/callforsubmissions) was
published in October and ALL submissions must be made via the Academy's submission system
(http://submissions.aomonline.org/2011/), which officially opened on November 2. Please
carefully review the submission guidelines and procedures
(http://annualmeeting.aomonline.org/2011/callforsubmissions) prior to submitting. Submissions
that do not follow the guidelines or are incomplete will not be reviewed. The submission
deadline for papers, symposia, and PDW proposals is January 11, 2011 at 5:00 p.m. EST (New
York Time). The deadline for Caucus proposals is March 8, 2011.
Academy of Management News October 2010
Volume 41, Issue 3
Contribute by Serving as a Reviewer
The annual meeting program would not be possible without the excellent work and great effort
of our dedicated and committed reviewers. If you haven‘t already done so, I encourage you to
sign up as a volunteer reviewer for the 2011 program. You can sign up to review for up to three
divisions and/or interest groups
(http://annualmeeting.aomonline.org/2011/callforsubmissions/scholarlyprogram/domainsandinstr
uctions). You may be asked to review up to three submissions (papers and symposia) per
division or interest group that is selected. The review period for the 2011 Annual Meeting is
from January 11, 2011 (Submission Deadline) to February 10, 2011 (Review Deadline). Please
sign up now on the reviewer sign-up website (http://review.aomonline.org/). Thank you!
The 2011 Scholarly Program
Last year, in response to feedback from participants and in the spirit of continuous improvement,
we introduced several refinements to the Scholarly Program on Monday and Tuesday. In light of
the success of the program and the positive feedback we have received, we will continue the
same format and structure this year. The Scholarly Program will have a total of six different
types of sessions, including the three formats introduced last year (the Divisional Roundtable
Paper Sessions, the Cross-Divisional Paper Sessions, and the Discussion Paper Sessions). Each
session is described briefly below. This variety will ensure that authors and other participants at
the meeting will derive the most benefit and enjoyment from their involvement in the Scholarly
Program.
(1) Divisional Presentation Paper sessions will consist of papers with a common theme. Each
author will have a set amount of time to present his or her 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. The Division Program Chairs will organize these sessions
based on the topics 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 Bat Batjargal of
Harvard University (batjarg@fas.harvard.edu) will organize these sessions, with papers
identified by the Division Program Chairs based on the topics 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
Academy of Management News October 2010
Volume 41, Issue 3
Discussion Paper Session Committee, chaired by Dorota Piaskowska of University College
Dublin in Ireland (dorota.piaskowska@ucd.ie) 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 feature multiple papers
sharing 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 forum in which Academy
members with shared interests can discuss common issues and explore potential research
collaborations. These sessions can also be used to discuss work in progress, or to share insights
on a unique phenomenon, a published paper, or a book. We have expanded the domain of the
caucuses with the aim of providing conference participants with opportunities to network with
colleagues who share similar interests.
The Caucus Committee, chaired by Cynthia S. Cycyota of the United States Air Force Academy
(cynthia.cycyota@usafa.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. Sunday, August 14: All-Academy Theme (AAT) Day We are planning an exciting
program on Sunday featuring PDW and symposia related to the All-Academy theme: ―West
Meets East: Enlightening, Balancing, and Transcending‖
(http://annualmeeting.aomonline.org/2011/component/content/article/46-theme). If you have an
idea for an All-Academy Theme session, please communicate it in writing to the All-Academy
Theme Chair, Jan Rivkin of Harvard Business School (WestMeetsEast@hbs.edu), as soon as
possible and no later than December 14, 2010. In your email, please describe the session,
including the format and participants you have in mind. If deemed acceptable, a full proposal
must be submitted via the AOM submission system (http://submissions.aomonline.org) by
January 11, 2011 at 5:00 p.m. EST (New York Time). Special Local Arrangements Committee
for Activities in San Antonio
The San Antonio Local Arrangements Committee, chaired by Robert Cardy and Stewart Miller
of the University of Texas, San Antonio, is planning many exciting opportunities for us to enjoy
the city and all it has to offer. Please read the articles on ―What to do in San Antonio‖ (link to the
article from the San Antonio LAC) about places to go and things to see. The Academy meeting
is about more than just sitting and talking about ideas. It is also about meeting old friends and
making new ones, experiencing new things in the host city, and being active and caring. Make
this year‘s meeting in San Antonio especially meaningful by participating in some extracurricular activities organized by our Local Arrangements Committee as well as your divisions.
The 2011 Annual Meeting is shaping up to be another exciting Academy conference. Thanks to
everyone for participating as authors, reviewers, volunteers, or in any other capacity that fits with
your interests and expertise. I look forward to working with all of you on a great program in San
Antonio!
Academy of Management News October 2010
Volume 41, Issue 3
Ming-Jer Chen
Vice President and Program Chair
University of Virginia
Message from R. Duane Ireland, AOM Professional Development
Workshop Chair
As we rapidly approach the end of another calendar year, I would like to take this opportunity to
extend warm wishes to you and hope that you will have an enjoyable end of the current year and
a wonderful beginning of 2011!The end of a calendar year prompts us to devote attention to the
2011 Professional Workshop Development (PDW) program that will be held during our annual
meeting, August 12 – 16, in San Antonio, Texas.
Because the deadline for PDW submissions is January 11, 2011, I appreciate having this
opportunity to encourage you to submit proposals for this upcoming year‘s PDW program. We
truly look forward to working with you as the foundation for developing an outstanding 2011
PDW program. To facilitate your work, please consider the important information included in
this commentary as well as the information presented on the various websites we mention here.
As an initial reminder though, please allow me to request that all proposals be checked to
confirm that they satisfy the PDW submission guidelines
(http://annualmeeting.aomonline.org/2011/callforsubmissions/pdw/pdwsubmissionguidelines)
and that each submitter be certain that s/he is following the Academy‘s Rule of Three & Three
(http://annualmeeting.aomonline.org/2011/callforsubmissions/pdw/pdwsubpoliciesandrules).
Each of us needs to be aware of and comply with the Rule of Three & Three when we prepare
proposals of all types and when accepting invitations to participate in other workshops.Presented
next are some important reminders regarding the upcoming PDW program:
•
The PDW program will take place on two full days (Friday and Saturday, from 8:00 A.M.
until 8:00 P.M.) during the Academy‘s meeting.
•
A PDW can cover any length of time (in two-hour blocks), ranging from 2 hours to 12
hours or even more.
•
Each PDW proposal can be submitted to only one Division, Interest Group, or committee
(http://annualmeeting.aomonline.org/2011/callforsubmissions/pdw/pdwdomainsandinstructions).
•
Sunday during the Annual meeting will be devoted to the All-Academy Theme PDWs
(http://annualmeeting.aomonline.org/2011/callforsubmissions/pdw/pdwdomainsandinstructions/5
0-content-aatpdw)
•
All proposals are to be submitted through AOM‘s Submission Website
Academy of Management News October 2010
Volume 41, Issue 3
(http://submissions.aomonline.org/2011/).
The submission deadline is January 11, 2011 at 5:00 P.M. (New York Time). Please allow me to
encourage you to visit the 2011 Annual Meeting Website
(http://annualmeeting.aomonline.org/2011) to obtain detailed information regarding PDW
policies and rules as well as submission guidelines and processes.
Additionally, we believe the PDW Resources Page
(http://annualmeeting.aomonline.org/2011/section-docs-forms/category/2-categorypdwresources) will be helpful in that it features valuable suggestions and ideas for creating and
managing an effective professional development workshop. Additionally, samples of previous
PDW proposals that yielded positive and successful experiences for participants appear at this
site. Please view ―A Guide to Good PDWs‖ to obtain valuable insights regarding how to develop
interactive and value-creating PDWs. In this context, please remember to be creative and
experiment with new ideas when developing proposals.
If you desire feedback regarding your proposal, please contact the appropriate PDW Chair(s)
(http://annualmeeting.aomonline.org/2011/component/contact/41-people-pdwchairs) by
December 14, 2010 in order to allow a sufficient amount of time to revise a proposal (when
appropriate) and meet the January 11th submission deadline.Thank you in advance to all who
decide to submit a PDW proposal. We truly look forward to working with each of you as the
foundation for developing a successful PDW program—one that features innovative workshops
and yields outstanding learning-related experiences for all participants.
R. Duane IrelandTexas A&M University2011 Academy of Management Meeting
Chair, Professional Development Workshops
San Antonio
From the stones of the Alamo to the meandering paths of the
River Walk, San Antonio takes you on a journey through a land
as grand as its reputation. Walk the lines drawn for independence
when you visit the Alamo—one of five Spanish colonial
missions. Stroll the cobblestone sidewalks of the River Walk to
uncover an outdoor theatre with flamenco dancers and mariachis,
nationally acclaimed museums, luxury riverside hotels and
sidewalk cafes that offer everything from authentic Tex-Mex to
worldly cuisines.
Be sure to explore the rolling terrain of San Antonio‘s Hill Country, a lush oasis offering resorts
complete with top-notch golf courses, spas and waterparks. Schlitterbahn Waterpark Resort,
which was called the #1 waterpark in the world by the Travel Channel, is located only minutes
away in New Braunfels, TX.
Academy of Management News October 2010
Volume 41, Issue 3
Just down the road you will find SeaWorld San Antonio, the world's largest marine life
adventure park and family entertainment showplace; and Six Flags Fiesta Texas with thrilling
rides and shows fun for every age.
San Antonio‘s River Walk, Spanish colonial architecture, and fountain-laden parks and plazas
make it one of America‘s most picturesque cities. Today, this seventeenth-century metropolis is
the seventh largest city in the nation with contemporary venues and lavish accommodations, all
while maintaining an old world heritage exuded through diverse artistry, ethnic cuisine and an
intimate and exquisite culture.
Academy of Management News October 2010
Volume 41, Issue 3
Calls for Submissions, Proposals and Nominations
Call for Nominations - WOP-P Scholarships 2011-2012
New call for scholarships at the Erasmus Mundus Program – WOP-P - Master on Work,
Organizational and Personnel Psychology (2011-2012)
Scholarships are for students and scholars.
The two-year European Master on Work, Organization and Personnel Psychology (WOP-P) has
been awarded again within the Erasmus Mundus Program. After five years of existence, WOP-P
master continues to be considered one of the best programs in its professional and academic area.
Some changes have been introduced in the second round of the WOP-P Program such as the
possibility to study the whole program in English and to develop exchange periods of study in
the new WOP-P partnership with Non-European Universities.
Studies will be developed in at least two of any of the five universities of the consortium:
Universitat de València (Spain), Universitat de Barcelona (Spain), Université René Descartes
Paris 5 (France), Alma Mater Studiorum-Università di Bologna (Italy) and Universidade de
Coimbra (Portugal). New partnerships have been developed with the Universidade de Brasília
(Brazil) and University of Guelph (Canada).For next academic year 2011-2012 there is a new
call for scholarships for students and scholars (teachers) from all over the world aiming to
study/teach at the Master in Work, Organizational and Personnel Psychology (WOP-P).
Call for application for students is open from 15th November 2010 to 15th January 2011.
Call for application for scholars (teachers) is open from 15th November 2010 to 30th
September 2011.
Please, for further information visit our website http://www.erasmuswop.org
Call for Nominations - Editor-in-Chief for Human Relations
The Tavistock Institute of Human Relations (TIHR) is seeking to appoint a new Editor-in-Chief
for Human Relations to succeed Professor Stephen Deery from January 2012.
Human Relations is a leading international multidisciplinary social science journal which has
been published for over 60 years. The Editor-in-Chief is responsible for setting and maintaining
the scholarly and professional standards of the journal and for providing the strategic direction
for its future development. He or she will work closely with an editorial team to manage the
receipt and review of scholarly submissions and to encourage submissions and special issues.
The journal is published 12 times a year. The Editor-in-Chief‘s workload is expected to be at
about six days a month for which the post holder will be remunerated in accordance with a
professorial grade at UK universities. Joint applications will be considered.
Academy of Management News October 2010
Volume 41, Issue 3
Applications should include a brief CV (no more than five pages), supported by a letter (max.
1000 words) that outlines your experience and ability to perform the role. For further details and
job and person specifications, contact Claire Castle, the journal‘s Managing Editor, email
c.castle@tavinstitute.org.
The closing date for applications is Thursday 3rd March 2011. Interviews will be held in the
TIHR office in London early in May 2011. The new Editor would be expected to start on 1st
January 2012. There will be a period of overlap with the current Editor-in-Chief who would
complete preparation of the December 2011 issue.
Call for Papers- Social Responsibility Conference
The Center for Leadership and Social Responsibility at the Milgard School of Business invites
paper and abstract submissions for its second annual conference to be held July 14-15, 2011 at
the University of Washington in Tacoma, Washington, USA.
The theme for the conference is ―Social Responsibility: Perception and Reality.‖ Customers,
investors, and employees are among the key stakeholders that companies seek to influence
through their activities and communications around social responsibility. CSR information is
disseminated in a variety of ways through a range of channels, sometimes resulting in widely
differing interpretations of the company‘s activities. Whether or not they engage in activities
labeled as socially responsible, businesses are being evaluated on their transparency, their
reputations, and their impact.
These areas of scrutiny suggest numerous possible topics related to the conference theme:
Transparency
Formats and mechanisms for reporting social responsibility
Institutionalization of expectations and requirements for social responsibility
Markets responses to information about social responsibility
Social responsibility in privately or closely held firms
Governance impacts on information quality and availability
Global regulatory requirements and enforcement Reputation
Consumer trust and skepticism around social responsibility claims
Cognitive and affective influences on interpreting socially responsibility activities
Impact on purchase and investment decisions
Role of reputation in acquiring human and financial capital
Communication strategies for social responsibility
Globalization and the role of social and environmental responsibility in emerging markets
Impact Measuring and valuing the costs and benefits of social and environmental action
Social responsibility as a competitive strategy
Public-private partnerships and NGO relationships
Value chain approaches to social responsibility
Academy of Management News October 2010
Volume 41, Issue 3
Building a socially responsible corporate culture
Employee and customer involvement and engagement
The broad conference theme underscores the importance of understanding social responsibility
from a wide variety of perspectives. Researchers from a variety of scholarly backgrounds and
disciplines are welcome to participate in the conference. Call for Papers Scholars from multiple
disciplines are invited to submit research papers or proposals to the conference. Both theoretical
and empirical research is welcomed.
Submissions are invited for two types of sessions:
Research Paper Presentations: This format supports formal presentation of a fully developed
manuscript based on original theoretical or empirical research. Research papers should be
approximately 30 pages in length. Research paper presentations will be grouped into sessions of
3-4 paper presentations followed by a guided audience discussion.
Research Briefs: This format supports abbreviated presentation of research that is in
development. Research briefs should be submitted in the form of a 2000 word (approximately 8page) abstract that frames the inquiry and outlines the theory or methods used to investigate it.
Research briefs will be presented orally in a roundtable format and accompanied by small group
discussion.
Submission Guidelines
Follow the length guidelines above for each submission type. Please use standard 1 inch
(2.5 cm) margins and 11 or 12 point font.
Please number all pages of the manuscript beginning with the title page.
Include all authors‘ names, affiliations and contact information on the title page (page 1).
On the second page of the manuscript include an abstract of no more than 250 words.
Provide a list of up to five keywords that describe the main themes and topics of your
paper.
Papers should be submitted in MS Word format to the Center at clsr@uw.edu by
February 1, 2011. Information for Contributors
Papers submitted should not have been accepted for publication in a journal or at another
conference.
All papers submitted will be double-blind reviewed by at least two reviewers.
For each paper submitted, the author(s) agree to provide blind peer reviews for two
papers submitted to the conference.
By submitting a paper, the author(s) certify their intent for at least one author to attend
the conference and present the paper if it is accepted.
Authors will be notified of their paper‘s status by April 1, 2011
Authors of accepted research papers and briefs will be invited to submit updated
manuscripts by July 1, 2011.
Abstracts of all papers accepted and presented at the conference will be publicly posted
on the conference website.
Full text will be restricted to conference participants only.
Academy of Management News October 2010
Volume 41, Issue 3
Further details regarding the conference and the call for papers are provided online at
http://www.tacoma.uw.edu/clsr/conference-2011 Submission Deadline: February 1, 2011
Call for Papers - Special Issue Journal of Business Ethics: Positive
Organizational Ethics
We invite you to submit a manuscript for a Special Issue of the Journal of Business Ethics on
Positive Organizational Ethics (POE). This issue targets JOBE‘s view that ethics encompasses
all human action aimed at securing a good life. Toward this end, more research must be directed
toward the best of human functioning, especially within the context of today‘s ethically
challenged business environment and protracted economic downturn.
Overview For the past decade, we have seen a more explicit focus on the ‗positive‘ aspects of
organizational behavior, research that seeks to advance well-being, corporate responsibility,
ethics, and virtuous action in workplace settings (cf. Cameron, Dutton, & Quinn, 2003). In some
respects, this movement is a response to the deficit-based approaches that have traditionally
dominated organizational scholarship. Researchers have focused a majority of their inquiries on
understanding dysfunctional decisions and behaviors in business—including the myriad of
unethical actions that transpire in organizations.
A marked shift to the positive reframed the way many viewed and studied organizations, which,
in turn, created knowledge about human thriving. By focusing on strengths rather than deficits,
scholars are finding new ways to encourage effective moral decision-making and action (cf.
Sekerka, Bagozzi, & Charnigo, 2008). Strictly speaking, both inquiry approaches—that is,
unpacking failure and examining the building blocks of success—can help people engage in
more productive and meaningful lives at work. But as tough times continue to beset our global
business environment, we are beginning to see the pendulum swing back again, with explicit
efforts to describe, explain, predict, and control the ―dark side‖ of management (Neider &
Schriesheim, 2010). Instead of returning to the paradigm of ethics as a problem to be solved and
abandoning the emerging focus on Positive Organizational Ethics, we would argue for a hybrid
approach. Namely, how can scholars use a richer understanding of weakness to inform a more
durable form of ethical strength?
To advance this area of scholarship, Positive Organizational Ethics needs an integrated
framework, one that advances ethical ideals, but does so realistically. In describing the potential
contributions of studying the ‗positive,‘ Linley and his colleagues (2006) underscored the need to
understand how to weave ethical disorder and dysfunction with ethical achievement, aspirations,
and excellence. We welcome submissions that pose questions that encourage business ethics
scholars to clarify how organizations can build ethical strength, both in good times and in bad.
This Special Issue of JOBE is directed to those pursuing positive subjective experiences, positive
attributes of individuals and groups, and positive practices that contribute to the best of human
behavior in organizations, but with an explicit focus on the capacity to cultivate and sustain
ethical performance from both positive and negative vantage points.
Academy of Management News October 2010
Volume 41, Issue 3
Although some work has been done to advance the concept of Positive Organizational Ethics (cf.
Caza, Barker, & Cameron, 2004; Giacalone, Paul, & Jurkiewicz, 2005; and Verbos et al., 2007),
there has been little to explain how ethical strength can endure or emerge as a result of human
failings. POE Topic Areas & Questions: This issue will publish high quality empirical and
theoretical works that target the desire, ability, and willingness to engage in moral decisions and
actions in organizational settings with resiliency and fortitude during difficult periods, including
those involving personal and/or organizational failure. This Special Issue will call upon crossdisciplinary work that illuminates how a strength-based approach can advance ethical behavior in
workplace settings through strategies, practices, and goals, along with explication of the
assumptions that help to shape a more durable form of ethical performance.
Possible topic areas and questions of interests include, but are not limited to, the following:
¨How do we define Positive Organizational Ethics so that it effectively incorporates
building ethical strength from strength, along with building ethical strength from
weakness?¨
"What practices and processes contribute to organizational transparency and integrity
during difficult times (e.g., limited resources, decline, and downsizing)?¨
"How can leaders in the private, not-for-profit, and government sectors enable Positive
Organizational Ethics during periods of economic instability?¨
"How can leaders in transition and emerging economies promote Positive Organizational
Ethics?"
"How can organizational members foster and achieve ethical strength in their
performance, particularly in ways that confer both short- and long-term benefits for the
firm?¨
"How do character strengths and virtues, such as optimism, hope, gratitude, resilience,
creativity, imagination, patience, self-regulation, and wisdom support moral decisions
and action during trying times?¨
"How do unethical actions become a catalyst for developing ethical strength? How can an
organization's tarnished reputation inspire an ethical overhaul?"
"How does moral courage play a role in helping to sustain ethical performance in
response to a moral lapse?¨
"How can we structure learning experiences, both in business schools and in corporate
training programs, to lay the foundation for students' and trainees' future ethical strength
in decision making and performance?¨
"What is the intersection between Positive Organizational Ethics and organizational
strategies relating to corporate social responsibility, sustainability, and financial
performance?¨
"How can stakeholder relationships affect an organization‘s commitment to Positive
Organizational Ethics and, conversely, how can Positive Organizational Ethics affect
stakeholders (e.g., customer loyalty, employee retention, and stockholder support)?"
We welcome submissions that also raise additional research questions related to POE. Empirical
studies are especially encouraged. All papers must include recommendations and next steps for
those interested in expanding research about positive ethics in organizational settings. Format
and Submission Guidelines To be considered for this special issue, full papers must be submitted
by December 1, 2011.
Academy of Management News October 2010
Volume 41, Issue 3
Manuscripts should be submitted to Leslie E. Sekerka at lesekerk@gmail.com.
Please send the paper in an MS Word or PDF document, with a cover page (including the title
and abstract), followed by the body of the paper, references, and any tables and/or appendices
(all in one document). The title and abstract (150 words) should be followed by the complete
manuscript, without any author-identifying information. Papers should be no more than 9,000
words (including references). All submissions must be in APA format (Times Roman Font, 12
point, double spaced). Please include a separate file with the cover sheet, which states the title of
your work and the name(s) of the author(s) with their complete contact information (including
affiliation, title, email, telephone, fax, and postal address). Please direct any questions to the
special issue Guest Editors noted below. We thank you for your shared interest in working to
create new knowledge in the area of Positive Organizational Ethics.
Leslie E. Sekerka, Ph.D.Associate Professor of Organizational Behavior and
PsychologyDirector, Ethics in Action Research and Education CenterMenlo College (831) 6481965 lesekerk@gmail.com
http://www.sekerkaethicsinaction.com/ Debra R. Comer, Ph.D.Professor of Management,
Entrepreneurship, and General Business Frank G. Zarb School of BusinessHofstra
University(516) 463-5363debra.r.comer@hofstra.edu
Lindsey N. Godwin, Ph.D.Assistant Professor of ManagementDepartment of Management and
MarketingCollege of Business and Public AffairsMorehead State University(606) 7832770l.godwin@moreheadstate.edu
References
Cameron, J. Dutton and R. Quinn (Eds.) 2003. Positive organizational scholarship: Foundations
of a new discipline (pp. 207-224). San Francisco, CA: Berrett-Koehler Publishers. Caza, A.,
Barker, B.A., & Cameron, K. (2004). Ethics and ethos: The buffering and amplifying effects of
ethical behavior and virtuousness. Journal of Business Ethics, 52 (2), 169-178. Giacalone, R.A.,
Paul, K., & Jurkiewicz, C.L. (2005). A preliminary investigation into the role of positive
psychology in consumer sensitivity to corporate social performance. Journal of Business Ethics,
58 (4), 295-305. Linley, P. A., Joseph, S. Harrington, S., & Wood, A. M. (2006). Positive
psychology: Past, present, and (possible) future. Journal of Positive Psychology, 1, 3-16. Neider,
L.L. & Schriesheim, C.A. (2010). The 'dark' side of management. Charlotte, NC: Information
Age Publishing, Inc. Sekerka, L.E., Bagozzi, R.P., & Charnigo, R. (2009). Facing Ethical
Challenges in the Workplace: Conceptualizing and Measuring Professional Moral Courage.
Journal of Business Ethics, 89(4), 565 - 579. Verbos, A.K., Gerard, J.A., Forshey, P.R., Harding,
C.S., & Miller, J.S. (2007). The positive ethical organization: Enacting a living code of ethics
and ethical organizational identity. Journal of Business Ethics, 76 (1), 17-33.
Academy of Management News October 2010
Volume 41, Issue 3
Member News
Social Media Survey
The Academy is asking members to take part in a brief 17-question survey about social media.
This survey is designed to help us gain a better understanding of how AOM members want to
receive and consume information. Especially with so many new tools and sources of information
available today, we want to make sure we are meeting your needs. Start the survey today at
http://budurl.com/AOMSurvey.
Thank you!
AOM Connect Tutorial Library Announced
The Academy has begun a video library of tutorials about AOM Connect. This series of videos
will provide both an introduction to AOM Connect as well as a guided tour of various features
and tools. Currently, the library includes an overview of AOM Connect, a tutorial on building
your profile, and a tutorial on contributing to groups. More video are planned to be released in
the near future, so check back often. These resources are all available from the AOM YouTube
channel at www.youtube.com/academyofmanagement.
AOM’s Strategic Plan Comes Alive Through Strategic Doing
The Academy of Management Strategic Plan is well underway with members discussing ideas
and working toward the objectives outlined in the plan, introduced this past July.
• The Strategic Planning website is open. Take time to review the Areas of Strategic Intent and
the Strategic Objectives.
•
Learn more about Strategic Doing.
• Pick a Strategic Objective that you‘d like to support. Share your ideas and find collaborators
on AOM Connect.
• Work through your division, interest group, or an Academy committee as part of a Project
Team to prepare a Strategic Doing Project Proposal. Or, just raise your hand and sign up as a
volunteer!
Academy of Management News October 2010
Volume 41, Issue 3
Bringing Experiences and Insights from the World of Practice to
Scholarship
With its new mission and vision statement published, the Academy of Management has
reinforced its three-decade old emphasis on evidence-based research for its publications and
conferences, continuing to turn the Academy into a highly theoretical organization. This article
suggest how this policy is currently and potentially setting the Academy members and others
active in the Academy out of touch with cutting edge practice of management and suggests what
may be done to overcome this void.
BRINGING EXPERIENCES AND INSIGHTS FROM THE WORLD OF PRACTICE TO
SCHOLARSHIP: A POSITION FOR THE PRACTICE THEME COMMITTEE OF THE
ACADEMY OF MANAGEMENT[1]
Abstract
With its new mission and vision statement published, the Academy of Management has
reinforced its three-decade old emphasis on evidence-based research for its publications and
conferences, continuing to turn the Academy into a highly theoretical organization. This article
suggest how this policy is currently and potentially setting the Academy members and others
active in the Academy out of touch with cutting edge practice of management and suggests what
may be done to overcome this void.
THE SOLITARY EMPHASIS ON THEORY
For the last three decades or so, the Academy of Management has changed the focus of research
of its members and those wanting to publish in any of its journals to what had been termed as
―evidence-based research‖: If something can‘t be proven its existence can‘t be accepted and
hence it can‘t appear in print in AOM journals. It cannot be initiated even for a wider debate
among scholars. Obviously, it cannot attain the credibility to be included in textbooks or class
lecture plans. While evidence-based research also became important for other scholarly journals
published by other societies and commercial publishers, they also created a bypass for unproven
practical research to gain exposure by providing for it some outlets with credibility and wider
acceptance. This is how such research got a forum for further investigation.
The Academy of Management, in last three decades or so has evolved to be a basically fully
theoretical organization. It makes ―advancing the scholarship‖ the main part of the Academy‘s
mission, values and objectives (AOM, 2010). Its newly established vision has its sole focus on
scholarship and teaching. For example, it states that through the scholarship and teaching, the
Academy works to inspire and enable a better world. Its new mission is specifically drafted to
build a community of scholars.
Practice is Not Important in AOM Strategic Plan
Keeping theory in the center, the new strategic plan of the Academy, that is now published,
states that the intent of the Academy is to study the ―professional impact‖ of scholarship on other
Academy of Management News October 2010
Volume 41, Issue 3
areas. Although it does not clearly state what does it mean by this intent, nevertheless, it may be
presumed that there may be room for the practice as an area on which the impact of scholarship
will be studied. Nevertheless, practice is not one of the primary intents of the Academy. It is
quite clear that the Academy of Management sees itself as promoting scholarship sans practice.
It has become so theoretical that all its publications are geared towards ―advancing theory‖ or
engaging in ―theoretical development‖, such that even its review journal, the Academy of
Management Review, calls itself the ―theory development journal‖ (AMR, 2010). AMR states
that authors desirous of publishing their works in it must also present the ―research implications‖
of their submissions. There is no mention of practice implications.
The Academy of Management Journal, the major research journal of the Academy, although
cursorily mentions management practice in its information for contributors; however, later, in its
expanded statements, it dilutes that message by conveying a far greater emphasis on ―theoretical
contribution‖ for the acceptance of manuscripts for publication (AMJ, 2010).
AOM Publications Retuned to Be Theoretical
Even those of the Academy publications that were originally designed to be more practice
oriented, for example, the Academy of Management Learning and Education and The Academy
of Management Executive have been returned to become more theoretical. The Academy of
Management Executive (AME) that was designed to connect with the practitioner community
had followed a writing style that suited the reading convenience of managers in practice. In
2006, when The Academy of Management Executive was redesigned to be more theoretical, we
lost our only mouthpiece that connected us with the world of practitioners—the real world that
we always talk about in our classrooms. To convey the new direction of its content, the journal
was renamed as The Academy of Management Perspective. It revised its editorial policy and the
presentation style from the less formal, unique to itself when compared to other theoretical
publications of AOM, to the usual Academy style common in other AOM publications, such as
AMJ and AMR.
The latest addition of the Academy to its list of publications, The Academy of Management
Annals, is also aimed to advance theory, nothing to do with practice. Since it is annals, it could
have encouraged its publications to include the effect of theory in question on management
practice as one test. However, the Academy missed out on this opportunity. The Academy of
Management Annals also sticks to theory. Its description is full of esoteric words, e.g.,
―research‖, ―scholarship‖, ―examination‖, and ―review‖.
OTHERS HAVE INTEGRATED THEORY AND PRACTICE
The Academy has in fact become a very highly theoretical professional association, much more
than other societies. The Institute for Operations Research and the Management Sciences
(INFORMS), for example, realizing that good research is that which is applied, rather than just
cited by other researchers, went through a transformation over two decades ago when it
revamped itself to place a higher emphasis on research that was more relevant to practice. It
steered itself so that it could move away from heavily theoretical research. Today, its flagship
publication, Management Science, clearly states in its editorial policy that a manuscript to be
Academy of Management News October 2010
Volume 41, Issue 3
acceptable for publication in Management Science must be ―relevant to the practice of
management‖ (Management Science, 2010).
Europe is Ahead European publications and societies are very particular about the practice in
every publishing activity in which they engage. Let‘s take, for example, The Emerald Group that
publishes a group of blind peer reviewed scholarly journals. It makes practice an important part
of its editorial policy of all its publications. The European Journal of Innovation Management,
one of its publications, clearly states in its objectives that it aims to draw attention to a key issue
labeled by it as ―practical development‖ (EJIM, 2010a). The journal editorial board believes that
such an emphasis is necessary for every article it publishes because practicing managers need it
for building success for their organizations. Its editorial objective is to publish articles ―written
by both academics and industrialists‖ to capture both ―practice and theory‖ (EJIM, 2010b).
Another of its publications, the Journal of Enterprise Information Management, goes a step
further by stating that the journal strives to publish articles that have ―…commercial relevance to
managers, consultants…‖ in addition to the scholarly community (JEIM, 2010).
Almost all European journals, as a rule, make relevance to practice an essential part of what they
disseminate. It becomes a condition at the entry gate of the journal submission process. Those
authors that cannot demonstrate the practical side of their submissions are advised to do just that
before getting through the first step of the process. The Knowledge Management Research and
Practice, published by the UK-based Operational Research Society, has a number of practitioners
on its board and sends all items submitted for possible publication in this journal to a review
team that includes at least one practicing manager so that the editor can get an assessment of the
applicability of the submission.
LET’S EXPEDITE BRINGING PRACTICE TO SCHOLARSHIP
As is quite evident from the above, we at the Academy of Management have done a lot to
develop and bring theoretical knowledge. We now need to make sure that we thoroughly
integrate theory and practice. We should accept that theory does not always have to dominate
practice; many times, we have to let practice have a higher priority than theory. Practice can lead
theory. We should do both: (1) Bring theory and scholarship to practice. And. Even more
important, since we do not do much of it: (2) Bring practice to theory and scholarship. Although,
many of us may say that, as consultants, we bring theory and scholarship to practice; albeit, I do
not know how many will say that they bring management practice to scholarship and theory. The
pace of such a transposition is too slow and a lot of practice never sees light-of-day in theory.
There is a lot more to be done to achieve this goal. The Academy needs to take specific steps,
maybe, to begin with, something like what our competitors cited above have done.
Engage in Both Push and Pull
The more important subject that I want to talk about here is the reverse of what we are doing,
that which makes the second part for integrating theory and practice given above, i.e., bringing
practice to scholarship and theory. This requires accepting lead from practice and bringing it to
scholarship. It advocates opening a two-way street. It implies that rather than only engaging in a
policy that pushed our research on practitioners, we accept that there are important management
practices that exist in the practice world that need to be pulled into scholarship. It is especially
Academy of Management News October 2010
Volume 41, Issue 3
important because much of our educational material we use for our teaching is based on the kind
of material we find in the various journals of the Academy of Management. Hence, making sure
that we bring practice to our scholarship will be especially important to our undergraduate
students who make the largest population of our audience and, maybe, are more dependent for
their development on the knowledge that they draw from their classes.
From my observations from, and experience with, the industry, I find that there are a lot of very
good practices in industry (I would refrain from mentioning any here as the list is so large and I
am afraid I will err by leaving out some very important ones) that are not brought to the scholarly
world but are important for the development of our students into successful professional
managers. There are several authors whose writings have been so applicable to the real world
and have become modus opernadi of management practice but we could not integrate them in
AOM management scholarship and theory. To be able to bring practice to scholarship, we will
have to admit practice and practitioners—more than just a few symbolic ones—into our
activities, meetings, publications and other forums. To operationalize it, we may require the
editorial boards of every publication of the Academy to consist of a certain number or percentage
of practicing managers on their boards.
We should require that all submissions provide the practice relevance of their work. We may also
mandate that every submission be reviewed by a practitioner member of the review board for the
submission‘s applicability to the practical world of management.
Specific Steps the Academy (With Assistance from PTC) Need to Take
The Academy has to accept that important management phenomena could be observed in both
real world and university laboratories. And that not all observed phenomena can be proven or
elevated to the level of theory as they are observed, or soon after that. Furthermore, we know that
management is not theory. Management is practice. Due to the prestige and wider exposure the
Academy of Management and its publications command globally, it becomes a responsibility of
the Academy to integrate theory and practice by bringing practice to scholarship, just as it
emphasizes developing theory. To the above end, the Academy may consider taking the
following steps:
1. The Academy should give proper place to practice by stating so in its policy.
2. The Academy should direct all its units to make practice an important dimension in their
dissemination of all knowledge.
3. The Academy should significantly share the managing of the Academy with practitioners.
Reserve a number of seats on the board for managers form the industry.
4. The Academy should include practice as an important element for publishing in every journal
published by the Academy. Each of them should bring in practice through its conscious effort
and that such intent should be made part of the editorial policy of each journal of the Academy.
5. To encourage practitioners to publish in our journals, we should require at least one important
journal to be fully devoted to the practice. This may follow the model of some famous periodical,
Academy of Management News October 2010
Volume 41, Issue 3
such as the Harvard Business Review. Using this as a model will send a message that the major
purpose of this journal is to convey results, applicable concepts, and theory turned into practice
that managers could directly apply without the technical jargon or scholarly methodology.
6. There should be sufficient number of publications in AOM journals that are based on
experiential learning, cases, and non-scholarly studies so as to make them inviting to the nonscholarly target audience—the practicing managers.
7. Since this topic is so relevant to what the Practice Theme Committee (PTC) of the Academy
of Management, a large important interest group of the Academy, does, it should be charged to
play a leading role in this regard. The Academy, in collaboration with PTC, should take charge
of this goal and formulate policy and set operational objectives to implement the policy. The
Practice Theme Committee board has many members who are very well qualified to take this
charge.
REFERENCES
AMJ. 2010. Information for contributors. Academy of Management Journal, 53: 435-437.AMR.
2010. Information for contributors. Academy of Management Review, 35: 343.AOM. 2010.
Mission, values and objectives. Academy of Management,
http://www.aomonline.org/aom.asp?ID=&page_ID=151 retrieved, August, 16, 2010.EJIM.
2010a. Journal objectives. European Journal of Innovation Management, 13: Inside front cover,
column 1. EJIM. 2010b. Journal objectives. European Journal of Innovation Management, 13:
Inside back cover, column 1. JEIM. 2010. Journal of Enterprise Information Management.
Journal of Enterprise Information Management, 23: Inside front cover.Management Science.
2010. Editorial Statement. Management Science: 56: Inside front cover.
A. D. Amar, Ph.D.Member PTC, Academy of ManagementProfessor, School of BusinessSeton
Hall UniversitySouth Orange, NJ 07079 ad.amar@shu.edu
[1] Presented at the Annual Meeting of the Practice Theme Committee, held on Saturday, Aug 7
2010, from 1:30 PM to 3:00 PM, at Le Palais Des Congres, Room 513F, Academy of
Management, 2010 Annual Meeting, Montréal, Canada, August 6 to 10, 2010.
New Book Announcement - Management
The market-leading textbook for principles of management courses reaches a new level with
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Academy of Management News October 2010
Volume 41, Issue 3
on managing in times of turbulence ensures learning is mapped directly against modern business
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There is more information on the http://www.cengage.co.uk/dkv/
New Book Announcement - Toward Assessing Business Ethics Education
New Book Announcement Toward Assessing Business Ethics Education, edited by Diane L.
Swanson and Dann G. Fisher, Kansas State University Published by Information Age Publishing
as a volume in the Ethics in Practice Book Series, Robert A. Giacalone and Carole L. Jurkiewicz,
Series Editors
As a sequel to Advancing Business Ethics Education, this volume is a timely response to the
urgent search among business schools for ways to teach and assess ethics at a time when the
public‘s faith in corporations and business schools has been undermined greatly by the failure of
both to respond to widespread corruption and scandals in the business sector. Although no one
expects business education alone to resolve these problems, the distinguished scholars
represented in this book advocate that business schools should at least do their part by exposing
their students to decision models that incorporate ethical dimensions on behalf of corporate
stakeholders and society at large.
As the book‘s title conveys, it is then important to assess key learning objectives to insure that
business students graduate knowing ethics fundamentals and armed with the ability to recognize
ethical dilemmas and possible solutions during the course of their careers. This book will speak
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school deans, university administrators, faculty members, students, and prospective employers.
This audience will find that the enterprise of assessing business ethics education is advanced in
three ways.
First, the book functions as a venue for distinguished scholars to share the innovative ways that
they are assessing ethics coverage in courses and degree programs. Second, these authors
identify what needs to be assessed and the means for doing so. Third, the book serves not only as
a guide to assessment, but also as a platform for expanding and improving ethics coverage in
business schools. Moreover, an important takeaway for readers is the provision of a simple
formula for delivering ethics education that minimizes assessment errors.
By following this formula, business schools can provide assurances that ethics will not be
assessed as being sufficient when it is woefully inadequate or even missing in the curriculum and
that it cannot be distorted, diluted, or trivialized by uninformed coverage and still pass
inspection. Avoiding these assessment errors is critical to delivering sound ethics education. For
more information:
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Academy of Management News October 2010
Volume 41, Issue 3
New Book Announcement - Joining Forces, Revised and Updated
If 75 percent of all mergers fail, what makes the other 25 percent
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This new edition covers all aspects of mergers and acquisitions, combining essential insights
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Along with standard M&A scenarios like industry consolidations, big companies absorbing small
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execution skills among professionals and workers at every level.
Academy of Management News October 2010
Volume 41, Issue 3
Additionally, this new edition reflects the fact that many executives have already been through
one or more M&As and have better training and more tools available to put companies
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companies together and shows how to build longer term resilience in a merged workforce.
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New Book Announcement - From Workplace to Playspace
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New Book Announcement - Entrepreneurship Research
Historical Foundations Of Entrepreneurship Research is being published by Edward Elgar
Publishing in Europe this month and in the U.S. in DecemberA brief description of the book:
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Expert contributors discuss the field‘s long history and explore whether it has developed a
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research (for example, the historical and institutional context of entrepreneurial behavior) can
Academy of Management News October 2010
Volume 41, Issue 3
contribute to our understanding of entrepreneurship.‖
The book should be useful as a general reference or for a PhD seminar text.
A full description is available at:
http://www.e-elgar.com/Bookentry_DESCRIPTION.lasso?id=13147
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