Academy of Management News December 2012
Volume 43, Issue4
Table of Contents - December 2012
Inside This Issue:
2013 Annual Conference
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A Message from the Program Chair
Have you heard about "TLC@AOM"?
A Message from Careers Division
Calls for Votes, Submissions, and Nominations
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Call for Submissions - AMR Special Topic Forum on History and Organizational Studies
Call for Submissions - AMR Special Topic Forum on Management Theory and Social
Welfare
Call for Submissions - AMR Special Topic Forum on Communication, Cognition and
Institutions
Member Updates
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Membership Corner Update
AOM Publications Mobile App Update!
National Science Foundation - Assistant Director for Social, Behavioral and Economic
Sciences (SBE)
In Memoriam - James Brian Quinn
Academy of Management News December 2012
Volume 43, Issue4
2013 Annual Conference
A Message from the Program Chair
We are rapidly approaching the end of another calendar year. On
behalf of the Academy’s leadership team, I would like to wish you
all a wonderful new year.
Speaking of the new year provides an opportunity to review with
you the activities that are being planned as part of the 2013 Annual
Meeting, August 9-13, Orlando Florida.
The Theme: “Capitalism in question”
Sunday, August 11 is the All-Academy Theme (AAT) Day. We
hope that you find this year’s theme inspiring as you think about
potential contributions to make to the 2013 program. We published
a lengthy Call for submissions that sketched numerous ways in
which this theme connects with research in all the Academy
Divisions and Interest Groups.
All-Academy Symposia and PDWs should focus on aspects of the
Theme that are of interest to a very broad audience. This year,
unlike previous years, there are two routes rather than one for
submissions: (a) about half the program will be organized directly
by the All-Academy Theme committee based on submissions made
directly to it; (b) the other half of the program will be selected from
among submissions forward by the Divisional Program and PDW
chairs from among submissions that they have already accepted for
their own program and that they feel might best represent the
Division's contribution to the Theme. If you have an idea for an
All-Academy session, we recommend that you communicate it in
writing to the committee Chair, Paul Adler (padler@usc.edu) as
soon as possible, and no later than December 14, 2012. In your
email, please describe the session, including the topic, key
questions and ideas, format, and presenters you have in mind. The
committee will advise you on which of the two routes to take.
Submissions to the 2013 Program
We published the Call for Submissions a few weeks ago. As
indicated in the Call, all submissions must be made via the
Academy's submission system, which officially opened on
November 2. Please carefully review the submission guidelines and
procedures prior to submitting your papers and proposals for
Academy of Management News December 2012
Volume 43, Issue4
consideration. Submissions that do not follow the guidelines or are
incomplete will not be reviewed. The submission deadline for all
submissions is January 15, 2013 at 5:00 p.m. EST (New York
Time).
Serving as a Reviewer as a Way of Contributing to the
Program
The annual meeting program would not be possible without the
effort of our dedicated reviewers. Please allow me to take this
opportunity to encourage you to sign up as a volunteer reviewer for
the 2013 program. You can sign up to review for up to two
divisions and/or interest groups. 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 2013 Annual
Meeting is from January 15, 2013 (Submission Deadline) to
February 21, 2013 (Review Deadline). Please sign up now on the
reviewer sign-up website.
The 2013 Scholarly Program
Three years ago we introduced several refinements to the Scholarly
Program that takes place on Monday and Tuesday of the week of
the annual meeting. These modifications were put into place in
response to feedback from conference participants and for the
purpose of seeking to continuously improve the potential for the
Scholarly Program to create value for all participants. For the
upcoming Orlando meeting, we are making further revisions based
on further feeback.
First, we are creating time in the program so that all the divisions
whose program chairs request it will have a dedicated time slot for
a plenary session. The goal here is to help divisions (especially the
bigger ones) to create a stronger sense of community. While “social
hours” help, they do not substitute for the shared experience of
scholarly discourse.
The rest of the Scholarly Program will have a total of four types of
sessions:
* Paper sessions, based upon papers submitted to individual
divisions, take two forms:
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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
Academy of Management News December 2012
Volume 43, Issue4
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follow after all presentations have been made. The Division
Program Chairs will organize these sessions.
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 Division Program
Chairs will organize these sessions.
* Symposium submissions, submitted to one to three divisions, take
two forms:
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In a Panel Symposium the purpose is to engage a group of
panellists in an interactive discussion. There are no titles
associated with any panelists’ participation.
A Presenter Symposium involves a series of authored
papers on a pre-set theme. Symposia are not subject to blind
review, but they will be judged based on overall quality,
interest to Academy members, relevance to the division or
interest group to which they are submitted, innovation, and
contribution. Symposia can be singly sponsored or jointly
sponsored by up to three divisions or interest groups.
The PDW Program
The Professional Development Workshops will run from Friday,
August 9, to Saturday, August 10, from 8 am - 8 pm each day, with
additional All-Academy Theme Workshops scheduled on Sunday,
August 11. In contrast to the refereed scholarly program that has
standardized time blocks and formats, the PDWs include a wide
variety of session formats and must be a minimum of 2 hours in
length. These workshops include Doctoral Consortia and Junior
Faculty Consortia that are organized by the Academy's Divisions,
Interest Groups and Committees. All the Divisions, Interest
Groups and Committees have designated PDW Chairs to manage
the session selection procedure. Many of these sessions
incorporate the conference theme "Capitalism in Question."
The Caucuses
Caucus Sessions are designed to provide a convenient, informal
forum in which Academy members with shared interests are able to
discuss common issues and explore potential research
collaborations. Presenters and participants can also use these
sessions for the purpose of discussing a variety of issues including
those of scholarly projects that are currently in progress as well as
Academy of Management News December 2012
Volume 43, Issue4
insights flowing from published papers and books. Thus, the
domain of the caucuses has been expanded for the purpose of
providing participants with opportunities to network with
colleagues who share similar interests. The Caucus Committee
Chair is leading the effort to organize the Caucus sessions.
We are confident that the Academy of Management’s 2013 Annual
Meeting will be a very stimulating event. Please allow me to
express my sincere appreciation to everyone contributing to this
year’s meeting, whether as authors, reviewers, or volunteers.
Paul S. Adler
Academy of Management Vice President and Program Chair
University of Southern California
Have you heard about "TLC@AOM"?
This is the "Teaching & Learning Conference of AOM"...and its inaugural pilotoffering occurs Sunday, August11th during the 2013 annual meeting of the Academy
of Management!
This Academy-wide TLC has been developed by a cross-section of AOM membersrepresenting many different Divisions, Interest Groups, and Academy-Committees- in
response to the growing teaching‐related needs of AOM members. The conference
goals are to:
1. support all AOM members’ teaching efforts by providing this unique
community of practice
2. Increase the visibility of teaching both within and outside of the Academy,
3. position the Academy as a leader in management education teaching in addition
to its current leadership role in management education research
The 2013 TLC@AOM will:
1. focus on practice to improve teaching and learning , addressing the needs of
both novice and veteran members
2. represent all disciplines in AOM Divisions and interest groups with
interdisciplinary topics and sessions
Academy of Management News December 2012
Volume 43, Issue4
The 2013 TLC@AOM Pilot Conference cost is $100. This includes access to all
sessions, lunch, and a cash bar reception.The conference is generously supported by
AOM and its staff to keep this fee at a minimum.
Please submit YOUR ideas for topics and award-winning teachers or Inspiring
educators, or experts in education- methodologies and/or research for this TLC!
The Call for Proposals is located elsewhere in this newsletter. Proposals are due
January 15, 2013 and must be emailed with a cover sheet toTLC@aom.org.
A Message from Careers Division
Program Chair – Kimberly Eddleston
Please start preparing your innovative PDWs and stimulating paper submissions for the
2013 Academy of Management Meeting in Orlando, Florida. The weather will surely
be hot, but with your help, our program will be sizzling with excitement!
In addition to submitting papers that fit within the careers domain and extend our
understanding of careers, please consider contributions that embrace and/or challenge
the theme for the 2013 meeting, “Capitalism in Question.” Options for addressing this
theme include investigating the nature, causes and consequences of careers in various
types of economies around the globe. How do changes in an economic system alter
career trajectories and paths? In what way do transformations in an economy affect
employability, work orientation, identity and/or career success?
Plenary Session: The Stories Behind Some of Management’s Greatest Theories
We already have a sizzling-hot plenary session organized for the 2013 meeting, “The
Stories Behind Some of Management’s Greatest Theories.” The panel will consist of
Jay Barney, Karl Weick, Jeff Greenhaus, Alain Verbeke and Denise Rousseau. Each
panelist will describe the Eureka moment and inspiration behind their theory and also
how the development of the concept influenced their career. We hope to see you there!
Finally, we would like to acknowledge all authors who received awards from the
Careers Division in 2012.
Careers Division Award Recipients 2012
1. Best Paper Award Sponsored by Career Development International was
presented to Richard Cotton for the paper entitled “Going Global: The Historical
Contingency of Baseball Hall of Famer Developmental Networks.”
2.
Best International Paper Award Sponsored by the Bordeaux School of
Academy of Management News December 2012
Volume 43, Issue4
Management was presented to Neng Liang, Jian Han, and Lan Wang for the paper
titled “Functional Backgrounds of CEOS: New Evidence from China's Largest 100
Listed Firms.”
3. Arnon Reichers Best Student Paper Award Sponsored by the Reed Center for
Careers and Diversity was presented to Angus Duff for the paper titled “Career and
Work Influences on Suicide: A Grounded Theory Study.”
4. Best Applied Paper Award Sponsored by the Reed Center for Careers and
Diversity was presented to Hans-Georg Wolff & Sowon Kim for the paper titled “What
Are the Costs of Networking? Developing and Testing Assumptions in Work and
Nonwork Domains.”
5. Best Symposium Award was presented to the symposium titled “The Protean
Career: A Panacea for Today’s Labor Market Challenges?” Participants of this
symposium included Yehuda Baruch, Jon Briscoe, Stephanie Case Henagan, James
Paul Burton, Nicky Dries, Rain De Cooman, Ans De Vos and Monique Valcour.
Academy of Management News December 2012
Volume 43, Issue4
Calls for Votes, Submissions, and Nominations
Call for Submissions - AMR Special Topic Forum on History
and Organizational Studies
Call for Papers
Academy of Management Review Special Topic Forum
HISTORY AND ORGANIZATION STUDIES:
TOWARD A CREATIVE SYNTHESIS
Submission Date: March 31–April 30, 2014
Guest Editors: Paul Godfrey, John Hassard, Ellen O’Connor,
Michael Rowlinson, and Martin Ruef
BACKGROUND
Zald’s (e.g., 1993, 1996) invitations for history to be taken seriously as part of a
rapprochement with the humanities have not gone unheeded. It is generally accepted
now that “history matters.” Partly, this is due to the ascendancy of theoretical
perspectives that take history seriously, such as new institutionalism and the resourcebased view of the firm. There is also increasing recognition that history is a vital
component in making the study of business and management more ethical, humanistic,
and managerially relevant (e.g., Jacques, 1996). Even so, the questions raised by Zald
(1993) and Kieser (1994) remain relevant, such as “How can historical description
enrich theory development?” Or “How and why should historical analysis be
conducted?” Üsdiken and Kieser (2004) extended these questions to consider whether
organization theory can simply incorporate history as a variable or whether a historical
reorientation, or historic turn, is required.
This call for papers explores the power of history for advancing organization
studies, both for a fuller understanding of contemporary developments in organizations
and organization theory and for an appreciation of parallels in the discipline of history.
History has a double meaning. It refers to the past itself, as well as knowledge and
Academy of Management News December 2012
Volume 43, Issue4
narratives of the past. We cannot simply say that the past matters without also
considering what historians have to say about the past or how our knowledge of the
past is constructed. This call for papers therefore seeks to expand on these themes by
encouraging scholarship to:
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examine how concepts derived from history (such as ideal types or invented
traditions) can be applied to the study of management and organizations,
revisit theories of management and organization in relation to history and
questions arising from historiography (as a body of historical work in a
particular field, as well as the theory and methods of history as a discipline),
and
propose and evaluate new conceptual frameworks for understanding
management and organizations in a historical context.
In so doing, this special topic forum pursues the creative possibilities of historical
work for organization studies and its subfields. It does not necessarily ask
organizational scholars to adopt the techniques of professional historians, although this
could be one result. Rather, it asks organizational researchers to consider how they can
integrate historical values of contextualization, interpretation, and process to enhance
the explanatory power of theory where dynamic and interdependent processes are
concerned, and where our oft-used empirical methods appear to produce diminishing
returns. These values add scope and depth to constructs from natural science, such as
the cause-effect relationship, the analysis of dependent and independent variables, and
nomothetic theory. They also guard against overgeneralization, reductionism, and
faddishness and the general drift toward technicism (“problems without purpose”;
Zald, 1991: 177).
Debates about the nature of organization in the present and future need to be
understood in relation to the historical analysis of organization and the difficulty of
discerning a clear trajectory in the past. Historical research offers the potential for
continually challenging management and organization theory by undermining any
notion that the past is fixed and can be taken as given. Consider, for example, how
research contextualizing the Hawthorne studies has challenged our understanding of
how management thought, and organization theory itself, developed in relation to
academic and corporate agendas during the New Deal (O'Connor, 1999).
It is important to note, however, that this call for papers is not soliciting historical
illustrations that simply reinforce accepted theories of organization—we are not
looking for propositions that reduce history to a temporal variable. Rather, we are
Academy of Management News December 2012
Volume 43, Issue4
seeking theoretical contributions that engage with history, either through the
examination or application of concepts derived from history in relation to organizations
(historical theories of organization) or through consideration of how theories of
organization can illuminate history (organizational theories of history). We also
envisage consideration of whether history represents a challenge to the
conceptualization of what constitutes theory in the study of organizations, as well as
the relevance of the theory and philosophy of history. Concepts that could be
considered might include (but are not limited to) the following:
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Path dependence tends to hold context constant, with clearly identifiable
turning points where lock-in begins, whereas historians tend to see history as
being in constant flux, or as “chaostory” (Ferguson, 1997).
Dynamic capabilities and the notion of being able to do things over time, as
well as in time, provide another potential area of study A historical view can
help us define what may be “dynamic in capabilities beyond a simplistic
temporal dimension.” For example, how does the contextual setting and how do
interpretations by managers or leaders influence how dynamic some
capabilities become?
Organizational memory is part of the rise of memory studies across a range of
disciplines, including history. Historical concepts of invented tradition and
imagined communities challenge our notion that organizations bear an imprint
from their founding, suggesting that these imprints are more often constructed
retrospectively. As a historical concept, realms of memory emphasize the
importance of historical sites and practices that represent the past in the present.
The new institutionalism has been challenged for losing the historical
orientation of “old” institutionalism. To what extent are contemporary
concepts, such as those dealing with institutional logics, categories, eras, or
entrepreneurs, adequate to describe profound historical transitions affecting
organizations? To what extent must these concepts be supplemented by ideas
from the historical and “old” institutionalism regarding power, ideology,
values, and functions?
People in history provide a rich source of analogies for contemporary concepts.
For example, classical Greek texts, such as Xenophon’s Anabasis, are widely
used in discussions of leadership and culture. For organizational behavior the
role of historical parallels could be considered.
In addition to our concern with history in management and organization theory,
contributors might also consider the status of organization theory in
neighboring fields of history—obviously, business history, but also social and
economic history more broadly, as well as cultural and intellectual history.
Organization theorists and historians alike need to question the epistemological
status of historical narratives, which in business and management are typically
regarded as prosaic storytelling, with the implication that critical, skeptical
faculties can be relaxed.
Academy of Management News December 2012
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REFERENCES
Ferguson, N. 1997. Virtual history: Towards a "chaotic" theory of the past. In N.
Ferguson (Ed.), Virtual history: Alternatives and counterfactuals: 1-90. London:
Papermac.
Jacques, R. 1996. Manufacturing the employee: Management knowlege from the 19th
to 21st centuries. London: Sage.
Kieser, A. 1994. Crossroads—Why organization theory needs historical analysis—And
how this should be performed. Organization Science, 5: 608-620.
O'Connor, E. S. 1999. The politics of management thought: A case study of the
Harvard Business School and the human relations school. Academy of Management
Review, 24: 117-131.
Üsdiken, B., & Kieser, A. 2004. Introduction: History in organisation studies. Business
History, 46: 321-330.
Zald, M. N. 1991. Sociology as a discipline: Quasi-science and quasi-humanities.
American Sociologist, 22: 165-187.
Zald, M. N. 1993. Organization studies as a scientific and humanistic enterprise—
Toward a reconceptualization of the foundations of the field. Organization Science, 4:
513-528.
Zald, M. N. 1996. More fragmentation? Unfinished business in linking the social
sciences and the humanities. Administrative Science Quarterly, 41: 251-261.
TIMELINE AND SUBMISSIONS
All submissions should be uploaded to the Manuscript Central/Scholar One website,
http://mc.manuscriptcentral.com/amr, between March 31 and April 30, 2014. Please do
not submit your article prior to March 31, 2014 or after April 30, 2014. Contributions
should follow the directions for manuscript submission described in the Information
for Contributors at the back of each issue of AMR and on the AMR web page:
http://aom.org/Publications/AMR/Submitting-a-Manuscript.aspx.
For queries about submissions, contact AMR’s managing editor, Tiffiney Johnson,
at tjohnson@pace.edu. For questions regarding the content of this special topic forum,
contact one of the guest editors: Paul Godfrey (paul_godfrey@byu.edu), John Hassard
(john.hassard@mbs.ac.uk), Ellen O’Connor (eloconno@mills.edu), Michael
Rowlinson (rowlinson@qmul.ac.uk), or Martin Ruef (mruef@princeton.edu).
Mayer Zald had agreed to coedit this special topic forum; we will miss his insight,
Academy of Management News December 2012
Volume 43, Issue4
wisdom, and good nature. Mayer N. Zald died on on August 7th 2012.
Call for Submissions - AMR Special Topic Forum on
Management Theory and Social Welfare
Call for Papers
Academy of Management Review Special Topic Forum
MANAGEMENT THEORY AND SOCIAL WELFARE
Submission Date: October 16–November 15, 2013
Guest Editors:
Thomas Jones, Thomas Donaldson, Ed Freeman,
Jeff Harrison, Carrie Leana, Joe Mahoney,
Jone Pearce, and Lynn Stout
BACKGROUND
A foundational justification for market capitalism is utilitarianism—the
maximization of net social welfare, sometimes expressed as “the greatest
good for the greatest number.” Because it puts society’s resources to their
most efficient uses, a version of market capitalism that approximates
microeconomic models of perfect competition—that is, competition based on
price, a laissez-faire approach to governmental involvement in the economy,
and a profit (or shareholder wealth) maximization objective for firms—is
thought to produce high levels of societal welfare. Throughout much of U.S.
history, economic scarcity was a pressing social problem and this approach
was defensible, despite the social welfare problems created in its wake.
However, now that material abundance better describes aggregate economic
outcomes, social welfare problems, new and ongoing, are less easily
dismissed. Some of these problems have emerged with a vengeance—for
example, scandals involving enormous sums of money, increasing inequality
of wealth and income, high levels of unemployment that may not be
temporary, homelessness among former members of the middle class as well
as the chronically poor, soaring health care costs, and a political system
apparently beholden to the vested interests of corporations and wealthy
individuals. Thus, although the U.S. economic system has an enviable record
Academy of Management News December 2012
Volume 43, Issue4
of making its citizens collectively richer, it no longer seems capable of
addressing some other urgent social welfare problems that have emerged
from the relationships between the economy and the rest of society.
Nonetheless, although the Academy of Management’s vision is quite
noble—“We inspire and enable a better world through our scholarship and
teaching about management and organizations”—the management literature
has been remarkably quiet about the roles of managers and corporations in
first creating and then solving these problems. Indeed, little appears to have
changed since Walsh, Weber, and Margolis lamented an “eerie silence” in
the management literature with respect to issues of human welfare at the
societal level and urged management scholars to “bring social welfare back
in” to their research agendas—most important, by integrating social and
economic objectives (2003: 860; 875). This special topic forum is intended
to help fill this void in the literature by encouraging theoretical work that
addresses important social welfare issues related to the activities of large
corporations in the economy and those who manage them.
We recognize that some theories addressing topics as broad as
“management theory and social welfare” may tend to be novel, integrative,
relatively abstract, and, therefore, difficult to present in fully developed form
in the space normally allotted to journal articles. Since we also believe that
important developments on this subject ought to appear in a “high-impact”
management journal with a social welfare vision, AMR seems to be an ideal
forum for beginning a dialogue on the topic. Therefore, in the review process
for this special topic forum, we will require scholarly depth in inverse
proportion to the breadth and level of integration required to convey the basic
concepts of the theory and in inverse proportion to the importance of the
social welfare issue the theory addresses. Theories depending on reasonable
changes in existing institutions and those based on values other than those
that underpin existing theory will be considered as well.
Examples of management issues with clear social welfare implications that
could be addressed in this STF include the following:
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How can we better deal with economic externalities in our pursuit of
greater profitability at the firm level? Is economic wealth actually
created when shareholder wealth increases are achieved at the
expense of other corporate constituents?
Is competition based on price really the best means of promoting
social welfare? Must consumers always be presented with “everyday
low prices,” even if such pricing results in substantial sacrifices on
the part of other corporate stakeholders—for example, employees or
suppliers?
Are market solutions to social welfare problems always superior to
governmental solutions or private/public partnerships? If allocating
Academy of Management News December 2012
Volume 43, Issue4
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resources according to the price system means providing goods and
services to citizens in proportion to their ability to pay, might some
products and services be better provided by other means, and, if so,
what role might managers play in this alternative distribution system?
Is free trade within global markets really optimal for the welfare of
society? The globalization of commerce has been a windfall for
consumers, but are measures needed to mitigate declines in the
welfare of other corporate constituents, employees in particular?
Are increasingly unequal distributions of wealth and income in the
U.S. economy beneficial to social welfare? Is economic growth
sustainable if the buying power of large groups in society continues
to decrease?
Are there worthy alternatives to the theories on which current
management practices and institutional arrangements are based? For
example:
-Is shareholder wealth maximization really the best way to optimize
social
welfare?
-Is the pursuit of competitive advantage, which implies value creation at the
firm level, always compatible with wealth creation at the societal level?
-Have applications of agency theory led to improvements in social welfare?
Or can theories based on less pessimistic assumptions about human
behavior—that is, other than opportunism—help us develop theory better
able to advance social welfare?

How can organization-level policies and management practices be
altered to improve the welfare of society? Since managers are central
actors in promoting the larger good of society, what kinds of
“bottom-up” organizational practices can serve to advance societal
welfare?
In summary, we invite manuscripts that (a) address major social/economic
problems related to the practice of management and/or the activities of
economic institutions, notably including large corporations, or (b) point to
new ways to improve social welfare through the economic system. Submitted
manuscripts could differ from more conventional journal articles by (1)
challenging received wisdom, (2) relaxing the assumptions that underpin
existing theories in order to make them more realistic, and (3) explicitly
addressing values and their effects on existing theory.
REFERENCE
Academy of Management News December 2012
Volume 43, Issue4
Walsh, J. P., Weber, K., & Margolis, J. D. 2003. Social issues and
management: Our lost cause found. Journal of Management, 29: 859–881.
TIMELINE AND SUBMISSIONS
All submissions should be uploaded to the Manuscript Central/Scholar
One website, http://mc.manuscriptcentral.com/amr, between October 16 and
November 15, 2013. Please do not submit your article prior to October 16,
2013 or after November 15, 2013. Contributions should follow the directions
for manuscript submission described in the Information for Contributors at
the back of each issue of AMR and on the AMR web page:
http://aom.org/Publications/AMR/Submitting-a-Manuscript.aspx.
For queries about submissions, contact AMR’s managing editor, Tiffiney
Johnson, at tjohnson@pace.edu. For questions regarding the content of this
special topic forum, contact one of the guest editors: Thomas Jones
(rebozo@u.washington.edu), Thomas Donaldson
(donaldst@wharton.upenn.edu), Ed Freeman
(freemane@darden.virginia.edu), Jeff Harrison (harrison@richmond.edu),
Carrie Leana (leana@pitt.edu), Joe Mahoney (josephm@uiuc.edu), Jone
Pearce (jlpearce@uci.edu), or Lynn Stout (ls483@cornell.edu).
Call for Submissions - AMR Special Topic Forum on
Communication, Cognition and Institutions
Academy of Management Review Special Topic Forum
COMMUNICATION, COGNITION, AND INSTITUTIONS
Submission Date: July 1–August 3, 2013
Guest Editors: John Lammers, Joep Cornelissen, Eero Vaara,
Rodolphe Durand, and Peer Fiss
BACKGROUND
Recent arguments by institutional theorists suggest that one of the most
promising planks for the development of institutional theory is combining an
analysis of the structural and practical aspects of organizations and
institutions with a theorization of the microprocesses of cognition (e.g.,
framing, categorization, or sensemaking) and communication (e.g.,
interaction or rhetoric) through which those structural and practical aspects
are maintained, challenged, or changed.
Academy of Management News December 2012
Volume 43, Issue4
For some time institutional researchers have recognized the importance of
language, discourse, and communication in the very processes that constitute
institutions. Yet while communication is clearly central to the construction of
institutions and their logics, we are still lacking theories about the
microprocesses through which categories, logics, practices, genres, or
identities come into being in everyday interaction. In turn, in communication
research, broadly defined, researchers have developed a number of theories
and methods with the potential to elucidate precisely such processes and the
interactions between the micro and macro levels. Yet, to date, institutional
theory has not been infused with these insights.
The purpose of this special topic forum is to bring together these two
strains of research—cognition and communication—to advance our
understanding of the crucial role of communication in institutionalization.
This involves bringing insights from various theories of social cognition,
sensemaking, discourse analysis, and other cognitive and communicationrelated perspectives to institutional theory. In particular, we believe it is
necessary to focus attention on the microlinkages among communication,
cognition, and institutions in and around organizations. Such analysis should
not merely focus on management, professions, and organizations per se but
should link those to wider national and global institutional structures and
processes, such as markets and emerging or declining economies.
With this call for papers we therefore seek to expand communication and
cognitive perspectives on institutions and institutionalization by encouraging
scholars to:
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examine the cognitive, communicative, and social bases of
institutions and institutional change;
seek or develop models that incorporate or make use of cognitive and
communication theories and concepts, such as voice, frames, rhetoric,
dialogue, discourse, interaction, speech acts, and institutional
messages, events, orders, or memory;
theorize how communication affects the dualities of institutional
maintenance and change, conformity, and deviance;
explore the connection between the micro worlds of organizational
communication and sensemaking, cognition, and the taken-forgrantedness of institutions.
A key focus of papers submitted should be recognition of the interpersonal
and interorganizational acts of communication that maintain and transform
local, national, and global institutions. The concepts employed may include
but are not limited to audience analysis, studies of cognitive categories,
discourse analysis, frame analysis, genres, message construction, narratives,
prototypes, and sensemaking, among others.
Academy of Management News December 2012
Volume 43, Issue4
Accordingly, we invite contributions that include the following potential
approaches:




A focus on communication processes that sustain or transform
institutions. For example, communication and institutions may be
viewed as conformity regimes such that institutional conformity or
deviance is seen as a speech act. Alternatively, researchers could
theorize the role of the media in institutionalization and change,
specifying the link between microinteractions and microstructure.
Similarly, a formulation of the ways in which institutional messages
have consequences for organizations or a model of the ways that
legitimacy and legitimization are communicative processes.
A focus on the contributions of category, frame, genre, and other
cognitive constructs and processes to the study of institutions. For
example, a potential paper could tie communication and cognition to
institutions through specifying the role of social media in transmitting
institutional logics and frames.
A focus on the roles of governments, markets, and NGOs as national
and international carriers of institutions and institutional logics. For
example, researchers could demonstrate the role of professional and
trade associations or consultants as communication media in
structuring industries internationally, or they could theorize the
role(s) of international institutions in the acceptability of institutional
logics.
TIMELINE AND SUBMISSIONS
All submissions should be uploaded to the Manuscript Central/Scholar
One website, http://mc.manuscriptcentral.com/amr, between July 1 and
August 3, 2013. Please do not submit your article prior to July 1, 2013 or
after August 3, 2013. Contributions should follow the directions for
manuscript submission described in the Information for Contributors at the
back of each issue of AMR and on the AMR web page:
http://aom.org/Publications/AMR/Submitting-a-Manuscript.aspx.
For queries about submissions, contact AMR’s managing editor, Tiffiney
Johnson, at tjohnson@pace.edu. For questions regarding the content of this
special topic forum, contact one of the guest editors: John Lammers
(jclammer@illinois.edu), Joep Cornelissen (j.p.cornelissen@vu.nl), Eero
Vaara (eero.vaara@hanken.fi), Rodolphe Durand (durand@hec.fr), or Peer
Fiss (fiss@marshall.usc.edu).
Academy of Management News December 2012
Volume 43, Issue4
Call for Nominations - Everett Cherrington
Hughes Award for Careers Scholarship
The Careers Division of the Academy of Management invites
nominations for its highest honor, the Everett Cherrington Hughes
Award for Careers Scholarship.
The Hughes award recognizes scholarship which has made a
significant contribution to the task of linking careers theory with the
broader field of organization studies. It is the Careers Division’s
premier award, a way of honouring those who have worked to build
bridges between careers and other areas of organizational enquiry.
There is no requirement, express or implied, that the recipient of the
award be a current or former member of the Careers Division, or of
the Academy.
The aim of this award is to acknowledge the work of scholars who
have forged, rather than severed, connections between careers and
other fields of social inquiry. The award carries, with the permission
of his family, the name of Everett Cherrington Hughes. It does so to
commemorate his seminal role in establishing careers as an object
of scholarly study, but more particularly because it rewards the kind
of contribution his work embodied. Past recipients of the award are:
Edgar Schein, Tim Hall, Lotte Bailyn, Michael Arthur, Jeffrey
Greenhaus, Barbara Lawrence, and Kathy Kram. Nomination
materials should be emailed to committee chair Maury Peiperl
(Maury.Peiperl@imd.org).
The following information is required for a nomination to be
considered and must be emailed as one unit by the April 30th
deadline:
1. letter of support from primary nominator
2. a copy of the nominee’s vita
3. at least one additional letter of support. Letters of support
should clearly detail how the nominee meets the
requirements of this honor. Also, in addition to organizing
the nomination, the primary nominator is responsible for
communicating with those who write letters of support.
Please remember that the award committee does not use a rolling
nomination procedure. Thank you in advance for your participation
in this important process.
Academy of Management News December 2012
Volume 43, Issue4
Please email Maury Peiperl with any questions. Committee
Members:Chair: Maury Peiperl Maury.Peiperl@imd.ch Member of
CAR: Monica Higgins Monica_Higgins@harvard.eduMember, nonCAR : Denise Rousseau denise@cmu.edu
Academy of Management News December 2012
Volume 43, Issue4
Membership Updates
Membership Corner Update
Dear Colleagues:
It’s hard to believe, but preparations are in full swing for our
upcoming conference in Lake Buena Vista (Orlando) Florida!
Here are some important and timely dates to remember:
1. Annual Meeting: August 9-13, 2013 - Program Overview
2.
Submission Deadline: January 15, 2013, 5:00 PM (EST) - Submission Website
3. Reviews begin immediately after the submission deadline, and all submitters will
be notified if their paper has been accepted by the end of February, early March. Best
of luck to everyone!
4. If you have questions about the submission or review process, please contact the
Program Department at program@aom.org.
We love to boast about our member’s accomplishments, so please submit an article to
highlight your professional accomplishments, what’s happening in your division, and
any news you’ve read about the Academy. I look forward to seeing everyone in
Orlando!
Warmest Regards,
Gemma George, Membership Committee Chair
membership@aom.pace.edu
LOOKING FOR WAYS TO CONNECT WITH COLLEAGUES?
Academy of Management News December 2012
Volume 43, Issue4
Visit AOM Connect, our wonderful professional networking platform! There are
numerous opportunities for professional interaction, involvement and recognition.
Within Connect you can engage in real time discussions, share information and post
your own research projects. There are resource links, a discussion board, and archive
of resource information. Use the search tool to find colleagues of similar interests. Get
started connecting now!
EMERITUS MEMBERSHIP RATES:
The Academy of Management currently offers an Emeritus category to long time
members who have retired from full-time work and have been an Academic or
Executive member of the Academy for 10 or more consecutive years. The Emeritus
category offers a reduced rate of $91.00 per year for membership, and a reduced
registration rate of $88.00 for the annual meeting in August.
If you qualify for this Emeritus rate and are due to renew your membership, please
contact our Member Services Department and they will be happy to update your
record. They can be reached via email at membership@aom.pace.edu, or by phone at
(914) 923-2607.
NEED A MEMBERSHIP RECEIPT?
If you are not able to locate your auto generated membership renewal confirmation that
contains your receipt link, you can also obtain a receipt by logging in at http://aom.org
with your personal login information and then on your personalized MYAOM page,
you can click on the Membership Receipt link to view or print a copy of your receipt.
If you have any questions related to your membership, please contact our Member
Services Department who will be happy to assist you! They can be reached at
membership@aom.pace.edu, or by phone at (914) 923-2607.
GO GREEN….GO ELECTRONIC!
Academy of Management News December 2012
Volume 43, Issue4
Change your journal delivery options…..just log in to your “MYAOM” personal page
and select ELECTRONIC only delivery your profile!
AOM Publications Mobile App Update!
If you have an Apple
device and have not
already done so,
download the latest
version of the AOM
Publications Mobile
App.
(http://goo.gl/kBkBf)
If you’re already
among the thousands
of members who have
already been enjoying the benefit of having access to all AOM journal
content on your mobile device, be sure to upgrade to our latest version.
The new version of the AOM Publications Mobile App includes several
performance enhancements:
• Improved overall performance of app
• Progress indicator – Article/Issue list view, footer message that indicates
“downloading X of Y articles”
• Loading dial – dial is displayed when users swipe between articles
• Nested RSS feeds – Most Read and Most Cited for each title
• PDF indicator – PDF icon added to header
IMPORTANT: After the New Year, members will begin to be prompted to
login to use the app. Simply enter your Academy Member ID as your
Username and your last name (Case Sensitive) as your password. After
authentication you will not need to login each time you open the app. The
login will remain in effect for six months.
If you have any feedback or need help, please contact
appsupport@aom.pace.edu.
For those with non-Apple devices, remember you can also take advantage of
our AOM Mobile-Optimized Web Site at m.journals.AOM.org. Use this
URL to view a mobile-optimized version of AOM online that is compatible
with most devices.
Academy of Management News December 2012
Volume 43, Issue4
National Science Foundation - Assistant Director for Social,
Behavioral and Economic Sciences (SBE)
Dear Colleagues:
We are initiating a national search for the National Science
Foundation's Assistant Director for Social, Behavioral, and
Economic Sciences (SBE), and seek your assistance in the
identification of candidates. Dr. Myron Gutmann has served
in this position, with distinction, since November 2009.
The Assistant Director, SBE, manages a Directorate comprising the division of
Behavioral and Cognitive Sciences (BCS), the division of Social and Economic
Sciences (SES), the SBE Office of Multidisciplinary Activities (SMA), and the
National Center for Science and Engineering Statistics (NCSES).
Employment may be on a temporary or permanent basis in the Federal Service or by
temporary assignment under provisions of the Intergovernmental Personnel Act.
We are very pleased to announce that Dr. Gary D. Sandefur, Professor of Sociology
and Dean of the College of Letters and Science at the University of Wisconsin Madison, has agreed to head the Search Advisory Committee.We are looking for
candidates with the following qualifications: outstanding leadership; a deep sense of
scholarship; a grasp of the issues facing the social, behavioral, and economic science
communities, especially in the areas of education and research; expertise with the
production, analysis and dissemination of public data and statistics; and the ability to
serve effectively as a key member of the NSF senior management team. We are
especially interested in identifying women, members of minority groups, and persons
with disabilities for consideration. Recommendations of individuals from any sector -academic, industry, or government -- are welcome.
Please send your recommendations, including any supporting information which you
might be able to provide, to the AD/SBE Screening Committee via e-mail
(sbesrch@listserv.nsf.gov) or at the following address: National Science Foundation,
Office of the Director, Suite 1205, 4201 Wilson Boulevard, Arlington, VA 22230. We
would appreciate receiving your recommendations by February 1, 2012.
Your assistance in this very important task is appreciated.
Sincerely,
/// signed ///
Subra Suresh
/// signed ///
Cora B. Marrett
Academy of Management News December 2012
Volume 43, Issue4
Director
Deputy Director
National Science Foundation
4201 Wilson Boulevard, Suite 1205
Arlington, VA 22230
In Memoriam - James Brian Quinn
It is with deep sadness that we announce the passing of
one of the legends of the faculty of the Tuck School of
Business at Dartmouth in the past 50 years, James
Brian Quinn, who died on August 28 at age 84.
A 1949 graduate of Yale, Brian earned an MBA from
Harvard in 1951 and a PhD from Columbia in 1958.
He began teaching at Tuck in 1957, and continued
until his retirement in 1993. He was the William and
Josephine Buchanan Professor of Management,
Emeritus.
He was a recognized authority in the fields of strategic
planning, management of technological change, and
entrepreneurial innovation. While teaching at Tuck, he developed courses in business
policy, technology and policy, and entrepreneurship. The latter course was the first one
in the US on this topic. For the business policy (BP) course, he created TYCOON, a
large scale computerized simulation exercise, still used in many executive and MBA
programs. He also invented the famous "Blue Eagle" unannounced quiz that kept
everyone on their toes in the second-year required Business Policy course.
He received fellowships from the Ford Foundation (1963-64), the Alfred. P. Sloan
Foundation (1967-68), and the Fulbright Exchange program (1973).
In 1979, he was one of a group of American experts assembled by the US Commerce
Department to launch the opening of trade with China. In 1989, he was one of the
National Academy of Science representatives who visited the Soviet Union to advise
the new Gorbachev government on strategies for establishing a market economy. He
was a member of the Board on Science and Technology for International Development
for the National Academy of Science. He was Chair of the Academic Committee for
President Clinton's Domestic Policy Review on Innovation and Productivity,
coordinated by the US Department of Commerce. He served on National Academy of
Academy of Management News December 2012
Volume 43, Issue4
Science teams on Strategy and Technology in Colombia, Peru, Nepal, and the People's
Republic of China.
He published extensively on both corporate and national policy issues. A few of these
publications include:
• "Beyond Products: Services-Based Strategy,” Harvard Business Review,
March/April 1990
• "Technology in Services: Creating Organizational Revolutions," Sloan
Management Review, Winter 1990
• “Technology in Services,” Scientific American, December 1987
• "Managing Innovation: Controlled Chaos," Harvard Business Review, May/June
1985
• Strategies for Change: Logical Incrementalism, Irwin 1980
• Managing Innovation, National Academy of Engineering, 1988
• The Strategy Process: Concepts, Contexts, and Cases, Prentiss Hall 1988
• Intelligent Enterprise, Free Press 1992 (named by the Association of American
Publishers as the “Outstanding Book in Business and Management for Excellence in
Professional and Scholarly Publishing” in 1992)
• Innovation Explosion, Free Press 1997
His awards are numerous. A few include:
• Irwin Outstanding Educator Award, Academy of Management’s Business Policy
and Strategy Division, 1989 (as it is a lifetime award, this was only the second time
this award was presented)
• Three-time winner of the McKinsey Prize for the year's most outstanding
management article in the Harvard Business Review: 1963, 1968, 1985
In an amazing tribute to Brian, after he retired over 50 alumni of the Tuck School
donated funds to name a faculty chair in his honor, the J. Brian Quinn Professor in
Technology and Strategy.
####