The Story of Academy-owned Journals: Irish Academy and Irish Journal of Management 1996-2025

“Most reviewers’ checklists of leading management journals list the criterion, “relevance for practice.” Authors comply with this criterion by pointing out what implications their results might have for practice. Evidence in the form of successful implementations of the results in practice is not required. Essentially, the authors are only supposed to point out what implications practitioners, as they socially construct them, can possibly draw from their results. If the reviewers’ construction of relevance is in accordance with the author’s, the criterion of relevance has been met . . .” (Kieser & Leiner, 2009: 522–523; italics in original).

2012 Presidential Address—On Compassion In Scholarship: Why Should We Care?

Scapegoating in Baseball

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Perhaps you are a doctoral student, mapping out how to parcel your dissertation; perhaps you are a junior scholar, strategizing your research plan; perhaps you are a senior scholar, who is thinking about what you want to say to the field. No matter what stage you are at as a management researcher, you might be looking to the Academy of Management (AOM) journals as a natural home for any and all of these creative research pursuits. However, it might not always be crystal clear how you should craft your work for the AOM journals, what contribution you might make at each journal, and consequently to which journal you should target your intellectual contributions.
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In Search of Scholarly Impact

The popular and professional press is filled with discussions of major changes on the organizational landscape, including organizational design experiments at entrepreneurial firms as well as at major corporations, the slashing of corporate staffs, the downsizing, delayering and revitalization of firms, the emerging electronic organization, mergers and acquisitions, failures of high reliability organizations, and time-based competition. Each of these issues has been associated with the redesign of organizations, yet these redesigns seem far removed from academic research, and they do not typically utilize the academic body of knowledge. Although the field has progressed enormously in new methods and insights during a century of research, it seems to us that organization studies have been a source of recurrent disappointment for practitioners and academics alike (Bedian 1989; Cummings 1983; Luthans 1986; Slocum 1984). For example, Miner (1984) analyzed 32 established organizational science theories and concluded that with the exception of theories of motivation there is no relationship between usefulness and validity. Is the field of organization studies irrelevant? Organizations have become the dominant institution on the social landscape. Yet the body of knowledge published in academic journals has practically no audience in business or government. Unlike a field such as economics, research on organizations has not typically focused on problems relevant to business and government organizations, and the real world of organizations has not drawn on the work undertaken by organizational scientists. From colleagues within our field and in allied disciplines, we hear complaints that manuscripts espousing radical ideas, or topics outside the mainstream, are difficult to publish. Reviewers for established journals seem to value papers whose theses are anchored in established theories or that use "legitimate" methods, thus implicitly creating a publication barrier for research that falls outside mainstream topics or methods. Moreover, we observe that scholars with interests in organizations span many disciplines and fields of inquiry such as anthropology, economics, history, information science, communication theory, artificial intelligence, systems theory, psychology, sociology, political science, policy sciences, as well as organization behavior, strategic management and organization theory. We sense that a new discipline of organization science is evolving and we envision that a new journal can become a forum for a discipline defined more broadly. The purpose of this essay is to discuss these issues and the need for reorienting research away from incremental, footnote-on-footnote research as the norm for the field. Although current research approches have made solid contributions, they do not

Academy of Management ReviewVol. 33, No. 2 Book ReviewsTechnology Perspective on Network Resources, by Riitta Katila, Stanford University, Stanford, CAAjay MehraAjay MehraBook Review EditorPublished Online:1 Apr 2008https://doi.org/10.5465/amr.2008.31193591AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Ahuja G. 2000. Collaboration networks, structural holes, and innovation: A longitudinal study. Administrative Science Quarterly, 45: 425–455. Google Scholar Anderson P. , Tushman M. 2001. Organizational environments and industry exit: The effects of uncertainty, munificence and complexity. Industrial and Corporate Change, 10: 675–711. Google Scholar Baum J. , Calabrese T. , Silverman B. 2000. Don't go it alone: Alliance networks and startups' performance in Canadian biotechnology, 1991-97. Strategic Management Journal, 21: 267–295. Google Scholar Eisenhardt K. , Schoonhoven C. 1996. Resource-based view of strategic alliance formation: Strategic and social ef-fects in entrepreneurial firms. Organization Science, 7: 136–150. Google Scholar Gulati R. , Nohria N. , Zaheer A. 2000. Strategic networks. Strategic Management Journal, 3: 203–215. Google Scholar Gulati R. , Singh H. 1998. The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Administrative Science Quarterly, 43: 781–814. Google Scholar Katila R. , Ahuja G. 2002. Something old, something new: A longitudinal study of search behavior and new product introductions. Academy of Management Journal, 45: 1183–1194.Abstract , Google Scholar Katila R. , Chen E. 2006. Never too early, never too late: Effects of search timing on product innovation. Academy of Management Best Paper Proceedings, OMT: O1–O6. Google Scholar Katila R. , Mang P. 2003. Exploiting technological opportunities: The timing of collaborations. Research Policy, 32: 317–332. Google Scholar Katila R. , Shane S. 2005. When does lack of resources make new firms innovative?. Academy of Management Journal, 48: 814–829.Link , Google Scholar Mitchell W. 1989. Whether and when? Probability and timing of incumbents' entry into emerging industrial sub-fields. Administrative Science Quarterly, 34: 208–230. Google Scholar Powell W. , Koput K. , Smith-Doerr L. 1996. Interorganiza-tional collaboration and the locus of innovation: Networks of learning in biotechnology. Administrative Science Quarterly, 41: 116–145. Google Scholar Schoonhoven C. 2007. The role of theory in technology and innovation management scholarship. Distinguished speaker presentation at the annual meeting of the Academy of Management, Philadelphia. Google Scholar Utterback J. 1994. Mastering the dynamics of innovation. Cambridge, MA: Harvard University Press. Google ScholarFiguresReferencesRelatedDetails Vol. 33, No. 2 Permissions Metrics Downloaded 3 times in the past 12 months History Published online 1 April 2008 Published in print 1 April 2008 Information© Academy of Management ReviewKeywordsBOOKS -- ReviewsINTERORGANIZATIONAL relationsNONFICTIONPDF download

Editorial: Strategies for the Development of <i>International Journal of Management Reviews</i>

The authors analyze leading management journals of the Academy of Management (the Academy of Management Journal, the Academy of Management Review, the Academy of Management Learning and Education, and the Academy of Management Perspectives, as well as the Journal of Management), collecting and analyzing information on the managerial research assessment tool of impact factor (IF) during two time periods—from 1997 through 2005 and from 2006 through 2019. The authors capture the changing nature of journal strategies, examining the number of references, self-citations, and cross-citations. The study shows a general increase in the number of references used, as well as self-citations and cross-citations, resulting in a corresponding IF gain. The evidence suggests some limitations to adopting performance metrics in academia. Thus, academic managers, editors, and authors who focus on IF may be overestimating its impact, obscuring institutional attempts to measure academic research performance.

Bedeian, Van Fleet, and Hyman's article offers a critical examination of the scholarly achievements of editorial review board members for several scholarly journals in related disciplines, including the Academy of Management's primary scholarly journals, the Academy of Management Review and the Academy of Management Journal (AMJ). The author finds their critique to be interesting and thorough in many ways. However, this commentary examines several issues related to their critique, including the methodology, criteria for and process of selecting editorial review board members, the editor's role in the evaluation of work submitted to journals, and the performance of scholarly journals. Consideration of these issues allows a broader and more complete view of scholarly publishing, leading to some different conclusions.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. How to Become Successful at the Academy of ManagementJeffrey Miles and Debra L. ShapiroJeffrey MilesU. of the Pacific and Debra L. ShapiroU. of MarylandPublished Online:30 Nov 2017https://doi.org/10.5465/ambpp.2015.10583symposiumAboutSections ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThis symposium examines the question "How can you become successful at the Academy of Management?" A number of performance management models have been introduced that examine successful organizational performance. These models show that a vital step in the performance management process is defining successful performance. Defining performance is a critical step because it sets the standard for performance (i.e., what work is to be achieved) and provides a foundation for establishing action plans and performance goals (i.e., how the work is to be accomplished). Following this line of thinking, this symposium examines both "what" activities can be done and "how" those activities can be accomplished in order to become successful at the Academy of Management. In this symposium, seven expert presenters will show you how to be successful at the Academy by: 1) becoming a symposium organizer and chair (Jeffrey Miles), 2) becoming an Academy Distinguished Scholar (Jay Barney), 3) becoming an Academy Distinguished Educator (Ming-Jer Chen), 4) becoming an Academy conference program chair (Anne Tsui), 5) becoming an Academy representative at large (Maureen Ambrose), 6) becoming an Academy journal editor (Christine Quinn Trank), and 7) becoming the Academy president (Debra Shapiro). In sum, this symposium is an exciting panel of experts who will examine all aspects of how to become successful at the Academy of Management. How to Become a Representative at LargePresenter: Maureen L. Ambrose; U. of Central FloridaHow to Become an Academy Journal EditorPresenter: Christine Quinn Trank; Vanderbilt U.How to Become the Academy Conference Program ChairPresenter: Anne S. Tsui; U. of Notre DameHow to Become a Symposium Organizer and ChairPresenter: Jeffrey Miles; U. of the PacificHow to Become an Academy Distinguished EducatorPresenter: Ming-Jer Chen; U. of VirginiaHow to Become the Academy PresidentPresenter: Debra L. Shapiro; U. of MarylandHow to Become an Academy Distinguished ScholarPresenter: Jay B Barney; Eccles School, U. of UtahFiguresReferencesRelatedDetails Vol. 2015, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 January 2015 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsAcademy of Managementcareersuccess

I was the President of the Academy of Management (AOM) in 2016-2017 when U.S. President Donald Trump issued an Executive Order banning immigration and travel to the United States by citizens of seven predominantly Muslim countries (EO13769). While I immediately sought to condemn EO13769 as immoral and as a threat to the AOM, I was only able to issue a condemnation in my own name and not in the name of the AOM because the Board’s Executive Committee correctly determined that a condemnation would have violated the AOM Constitution. This put me in the untenable position of leading an organization operating under principles that conflicted with my personal beliefs about an immoral act of government. The article is a case study on this situation. In it, I explain how EO13769 and other attacks on science threaten the purpose and functioning of the AOM. The case explores a relatively understudied aspect of leadership: the identity of an organization as distinct from the identity of its leader. It also underscores the importance of strengthening democratic institutions of science. I argue that the issuance of statements of condemnation—while important—does not exhaust our responsibilities in society as scholars for investigating, reporting, defending, and protecting the truth about what is going on in the world around us. I conclude by calling us to redouble our commitment to a defining purpose of the AOM, which is to support the scholarship necessary to overcome polarizing politicization of complex social issues.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesMinutes--1956.Published Online:30 Nov 2017https://doi.org/10.5465/ambpp.1956.5068000AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractInformation about the 1956 Annual Meeting of the Academy of Management (AM) in Cleveland, Ohio, is presented. It lists who was elected as President, Vice-President, and Secretary-Treasurer of AM were for the year 1957. It presented the financial report of AM. It reports that several reports were submitted and appended to the meeting's minutes.FiguresReferencesRelatedDetails Vol. 1956, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 December 1956 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsCONFERENCES & conventionsANNUAL meetingsFINANCIAL statementsEXECUTIVESMANAGEMENT committeesCORPORATE minutesBUSINESS meetingsDownload PDF

Academy of Management JournalVol. 22, No. 3 ArticlesAcademy of Management 40th Annual MeetingPublished Online:1 Sep 1979https://doi.org/10.5465/amj.1979.25963238AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View article"Academy of Management 40th Annual Meeting." Academy of Management Journal, 22(3), p. 626FiguresReferencesRelatedDetails Vol. 22, No. 3 Permissions Metrics in the past 12 months History Published online 1 September 1979 Published in print 1 September 1979 Information© Academy of Management JournalDownload PDF