Academy Of Management Review Research Articles

Effective board behavior in The Netherlands

Corporate governance regulations across the globe increasingly push for a model in which top management is supervised by an independent, vigilant and skilled board of directors. Academic research, however, produces ambiguous results as to the direct effects of such board characteristics on firm performance. We therefore analyze the relationships between board attributes, board working processes and board role performance through intermediate relationships. Several hypotheses are derived and tested by analyzing data obtained from a survey at the board level in The Netherlands. Our results partly confirm the relevance of the model of board processes related to board role performance, as suggested by [Forbes, D.P., and Milliken, F.J. (1999) Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24, 489–505]. Particularly, this study exemplifies the relevance of different board processes for explaining board role performance.

No man is an island: Social and human capital in IT capacity building in the Maldives

In many developing countries, lack of IT skills and human capital impede the potential of IT investments in organizations in developing countries [Lee, J. (2001). Education for technology readiness: Prospects for developing countries. Journal of Human Development, 2(1), 115–151]. This paper draws upon theories of human and social capital, and knowledge, to explain enablers/obstacles for knowledge creation and transfer for IT capacity building in a tourism organization in a developing country – the Maldives. IT capacity building is intimately linked to knowledge and skills at the level of human resource development. Using the Nahapiet and Ghoshal (1998) [Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23, 242–267] framework for the role of social capital in knowledge creation and transfer, we examine the major issues of IT capacity building for the case organization. We conclude that the role of cognitive capital is the most important for the tourism sector of the Maldives, and may play a vital role in accumulating structural and relational capital, together with appropriate government policies on ICT.

Rain, Snow, and Sleet are Just Different Types of Precipitation

Academy of Management PerspectivesVol. 22, No. 1 Rain, Snow, and Sleet are Just Different Types of PrecipitationAngelo S. DeNisiAngelo S. DeNisiAngelo S. DeNisi () is Dean of the A.B. Freeman School of Business, Tulane University.Published Online:1 Feb 2008https://doi.org/10.5465/amp.2008.31217508AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleReferences Belsito C. , DeNisi A. S. (2005). Scholarship rankings in departments of management: Some criterion problems. Paper presented at the Academy of Management Meetings, Honolulu, HI. Google Scholar Blum M. L., Naylor J. C. (1976). Industrial psychology: Its theoretical and social foundations, Ch. 7. New York: Harper & Row. Google Scholar Thorndike R. L. (1949). Personnel selection. New York: Wiley. Google ScholarFiguresReferencesRelatedDetailsCited byPresidential Address: Embracing the Sacred in Our Secular Scholarly WorldJames P. Walsh30 November 2017 | Academy of Management Review, Vol. 36, No. 2How Can a Bourdieusian Perspective Aid Analysis of MBA Education?Eero Vaara and Eric Faÿ30 November 2017 | Academy of Management Learning & Education, Vol. 10, No. 1 Vol. 22, No. 1 Permissions Metrics in the past 12 months History Published online 1 February 2008 Published in print 1 February 2008 Information© Academy of Management JournalKeywordsUNIVERSITIES & colleges -- Ratings & rankingsEDUCATIONAL qualityUNDERGRADUATE programsCRITERION (Theory of knowledge)BUSINESS schoolsCUSTOMER satisfactionDownload PDF

Rain Man or Pied Piper? Moving Business Schools Beyond Media Rankings with Mass Customization and Stakeholder Education

Academy of Management PerspectivesVol. 22, No. 1 Rain Man or Pied Piper? Moving Business Schools Beyond Media Rankings with Mass Customization and Stakeholder EducationWilliam H. GlickWilliam H. GlickWilliam H. Glick () is the Dean and H. Joe Nelson III Professor of Management at the Jesse H. Jones Graduate School of Management, Rice University.Published Online:1 Feb 2008https://doi.org/10.5465/amp.2008.31217509AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleReferences Davis S. (1996). Future perfect. Harlow, England: Addison-Wesley. Google Scholar Graduate Management Admission Council. (2006). MBA reporting criteria. McLean, VA: Author. Google Scholar MBA Career Services Council. (2006). Standards for reporting MBA employment statistics, edition III. Retrieved February 8, 2008, from www.mbacsc.org/download/StandardsEditionIII.pdf. Google Scholar Pine B. J. (1993). Mass customization: The new frontier in business competition. Boston: Harvard Business School Press. Google Scholar Safón V. (2007). Factors that influence recruiters' choice of B-schools and their MBA graduates: Evidence and implications for B-schools. Academy of Management Learning & Education, 6(2), 217–233.Abstract , Google Scholar U.S. News and World Report. (2001–2008). U.S. News and World Report America's Best Graduate Schools. Google Scholar Zemsky R. (2008). The rain man cometh—again. Academy of Management Perspectives, 22(1). Google ScholarFiguresReferencesRelatedDetailsCited byEngines of Anxiety: Academic Rankings, Reputation, and Accountability, by Wendy Nelson Espeland and Michael Sauder. New York, NY: Russell Sage Foundation, 2016, 2015, 281 pages, paperEngines of Anxiety: Academic Rankings, Reputation, and Accountability, by Wendy Nelson Espeland and Michael Sauder. New York, NY: Russell Sage Foundation, 2016, 2015, 281 pages, paper Reviewed by William KoprowskiWilliam Koprowski8 July 2019 | Academy of Management Learning & Education, Vol. 18, No. 2Presidential Address: Embracing the Sacred in Our Secular Scholarly WorldJames P. Walsh30 November 2017 | Academy of Management Review, Vol. 36, No. 2How Can a Bourdieusian Perspective Aid Analysis of MBA Education?Eero Vaara and Eric Faÿ30 November 2017 | Academy of Management Learning & Education, Vol. 10, No. 1 Vol. 22, No. 1 Permissions Metrics in the past 12 months History Published online 1 February 2008 Published in print 1 February 2008 Information© Academy of Management JournalKeywordsUNIVERSITIES & colleges -- Ratings & rankingsBUSINESS schoolsREADERSHIPGRADUATE Management Admission TestEDUCATION in mass mediaEDUCATIONAL qualityThe author wishes to thank Deanna Golden and Elizabeth Kuntz for their comments on an earlier version of this manuscript.Download PDF

Work–family conflict and psychological well-being: Stability and cross-lagged relations within one- and six-year follow-ups

The rank-order stability and cross-lagged relations between work-to-family conflict (WFC), family-to-work conflict (FWC), and psychological well-being were examined in two longitudinal studies with full two-wave panel designs. In Study 1 ( n = 365), the time lag was one year, and in Study 2 ( n = 153), six years. The Structural Equation Modeling showed that the stability for WFC was .69 over one and .73 over six years. The respective stabilities for FWC were .57 and .48. Cross-lagged relations were not detected between WFC/FWC and low psychological well-being (job exhaustion, marital adjustment, parental stress, and psychological distress), expected to exist on the basis of the integrative model of work–family interface [Frone, M. R., Yardley, J. K., & Markel, K. S. (1997). Developing and testing an integrative model of the work–family interface. Journal of Vocational Behavior, 50, 145–167.]. Instead, high job exhaustion preceded high psychological distress, both within one- and six-year time lags, and within a one-year time lag: low marital adjustment preceded high psychological distress, and high psychological distress preceded high parental stress. These findings supported the spillover perspective on work–family interface [Edwards, J. R., & Rothbard, N. P. (2000). Mechanisms linking work and family: Clarifying the relationship between work and family constructs. Academy of Management Review, 25, 178–199.].

Postscript: Evidence and counterevidence.

matic stress disorder. Annual Review of Psychology, 54, 229–252. McNally, R. J., Perlman, C. A., Ristuccia, C. S., & Clancy, S. A. (2006). Clinical characteristics of adults reporting repressed, recovered, or continuous memories of childhood sexual abuse. Journal of Consulting and Clinical Psychology, 74, 237–242. Monroe, S. M., & Mineka, S. (2008). Placing the mnemonic model in context: Diagnostic, theoretical, and clinical considerations. Psychological Review, 115, 1084–1098. Mulligan, N. W. (1998). The role of attention during encoding in implicit and explicit memory. Journal of Experimental Psychology: Learning, Memory, and Cognition, 24, 27–47. Murray, J., Ehlers, A., & Mayou, R. A. (2002). Dissociation and posttraumatic stress disorder: Two prospective studies of road traffic accident survivors. British Journal of Psychiatry, 180, 363–368. Oyama, S. (2000). The ontogeny of information: Developmental systems and evolution (2nd ed.). Durham, NC: Duke University Press. Pitman, R. K., & Delahanty, D. L. (2005). Conceptually driven pharmacologic approaches to acute trauma. CNS Spectrums: The International Journal of Neuropsychiatric Medicine, 10, 99–106. Porter, S., & Birt, A. R. (2001). Is traumatic memory special? A comparison of traumatic memory characteristics with memory for other emotional life experiences. Applied Cognitive Psychology, 15, 101–118. Rosen, G. M., & Lilienfeld, S. O. (2008). Posttraumatic stress disorder: An empirical evaluation of core assumptions. Clinical Psychology Review, 28, 837–868. Rosen, G. M., Spitzer, L. R., & McHugh, P. R. (2008). Problems with the post-traumatic stress disorder diagnosis and its future in the DSM-V. British Journal of Psychiatry, 192, 3–4. Rubin, D. C. (2006). The basic systems model of episodic memory. Perspectives on Psychological Science, 1, 277–311. Rubin, D. C., Boals, A., & Berntsen, D. (in press). Memory in posttraumatic stress disorder: Properties of voluntary and involuntary, traumatic and nontraumatic autobiographical memories in people with and without PTSD symptoms. Journal of Experimental Psychology: General. Scott, W. J. (1990). PTSD in DSM-III: A case in the politics of diagnosis and disease. Social Problems, 37, 294–309. Shobe, K. K., & Kihlstrom, J. F. (1997). Is traumatic memory special? Current Directions in Psychological Science, 3, 70–74. Spitzer, R. L., Rosen, G. M., & Lilienfeld, S. O. (2008). Revisiting the Institute of Medicine report on the validity of posttraumatic stress disorder. Comprehensive Psychiatry, 49, 319–320. Whetten, D. A. (1989). What constitutes a theoretical contribution? Academy of Management Review, 14, 490–495. Woodward, J. (2003). Making things happen: A theory of causal explanation. New York: Oxford University Press. Yehuda, R., & McFarlane, A. C. (1995). Conflict between current knowledge about posttraumatic stress disorder and its original conceptual basis. American Journal of Psychiatry, 152, 1705–1713. Young, A. (1995). The harmony of illusions: Inventing post-traumatic stress disorder. Princeton, NJ: Princeton University Press.

Call for Papers—The Genesis and Dynamics of Networks

The use of network research in the fields of organization and strategy has exploded in recent times, with several special issues in top outlets such as Academy of Management Journal, Academy of Management Review, and Strategic Management Journal testifying to the popularity of the paradigm. However, a cursory look at the empirical and even the theoretical organizational network literature presents a rather unbalanced picture in terms of the focus of the current research. Specifically, though an extensive body of knowledge exists on how network structures may contribute to the creation of outcomes at different levels of analysis (individuals, groups, organizations, and populations of organizations), less attention has been paid in the literature to understanding how and why networks emerge, evolve, and change. A second and related issue with the organizational network literature is the strong likelihood that the current set of results in the literature that relate network structure to outcomes such as performance may be spurious, because they assume that network structural positions are exogenous. However, both the creation of and the positions that actors (whether individuals, groups, or firms) occupy in networks are likely to be endogenous to network outcomes. We elaborate on these issues below.

The fallacy of “only the strong survive”: The effects of extrinsic motivation on the persistence decisions for under-performing firms

Under-performing firms persist even though existing theoretical perspectives indicate that they should be selected out of the market. Building upon threshold theory [Gimeno, J., Folta, T., Cooper, A., Woo, C., 1997. Survival of the fittest? Entrepreneurial human capital and the persistence of underperforming firms. Administrative Science Quarterly 42, 750–783.] and using Staw's [Staw, B.M., 1981. The escalation of commitment to a course of action. Academy of Management Review 6 (4), 577–587.] theoretical model of commitment to a course of action, we explore and test the factors that lead entrepreneurs to persist with under-performing firms. We found environmental munificence, personal investment, personal options, previous organizational success, and perceived collective efficacy impact the decision to persist with an under-performing firm. In addition, extrinsic motivation moderates those relationships. This research adds to the growing literature on highly persistent, under-performing firms and complements and extends threshold theory.

Editor's comments: Award winners for 2006-2007

The article announces awards given to members of the Editorial Board of the “Academy of Management Review” for their high-quality, timely, and frequent reviewing including Isabel Fernadez-Mateo, Rita Gunther McGrath and Gerado Okhuysen, and the winners of the 2006 Best Article Award.

The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management research

This paper analyses 26 years of strategic management research published in Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly and Strategic Management Journal. Through a content analysis, it studies the relationships between the subfields of strategic management. A multiple correspondence analysis provides a map of keywords and authors, and a framework to track this literature over the 26‐year period. A discussion of future pathways in the strategic management literature is also provided.

An integrative model of effort propensity

Over twenty years ago, Mitchell [Mitchell, T.R. (1982) Motivation: New directions for theory, research, and practice. Academy of Management Review, 7:80–88.] called for research which integrates and competitively tests the multitude of motivation theories competitively. Yet, with few exceptions, theories of motivation tend to be narrow in focus. However, many motivation theories incorporate similar predictor variables such as job satisfaction, perceived equity, and organizational commitment, suggesting that theory integration is warranted. In this paper, several literatures are reviewed which deal with employee effort at different levels (e.g., withholding effort, offering extra effort). “Effort propensity” is offered as an appropriate integrating variable, and an integrative model of effort propensity which pulls these various literatures together and stimulates the type of research described by Mitchell [Mitchell, T.R. (1982) Motivation: New directions for theory, research, and practice. Academy of Management Review, 7:80–88.] is proposed.

Carrying Sumantra Ghoshal'S Torch: Creating More Positive, Relevant, and Ecologically Valid Research

Academy of Management JournalVol. 50, No. 4 ArticlesCarrying Sumantra Ghoshal'S Torch: Creating More Positive, Relevant, and Ecologically Valid ResearchPublished Online:1 Aug 2007https://doi.org/10.5465/amj.2007.26279165AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article discusses various published reports within the issue, including one by Anita McGahan about research projects that are exciting and another by Freek Vermeulen on conducting relevant research.REFERENCES Bartlett C. A. 2007. The growing research relevance gap. Talk presented at the First Annual Sumantra Ghoshal Research Conference, London Business School, May 6. Google Scholar Frank A. 1944/1989. The diary of Anne Frank. Imprint Books. Google Scholar Ghoshal S. 2005. Bad management theories are destroying good management practices. Academy of Management Learning and Education, 4: 75–91.Link , Google Scholar Gulati R. 2007. Tent poles, tribalism, and boundary spanning: The rigor-relevance debate in management research. Academy of Management Journal, 50: 775–782.Link , Google Scholar Hambrick D. 1994. Presidential address: What if the Academy really mattered? Academy of Management Review, 19: 11–16.Abstract , Google Scholar Markides C. C. 2007. In Search of ambidextrous professors, Academy of Management Journal, 50: 762–768.Link , Google Scholar McGahan A. M. 2007. Academic research that matters to managers: On zebras, dogs, lemmings, hammers, and turnips. Academy of Management Journal, 50: 748–753.Abstract , Google Scholar Rynes S. L. , Bartunek J. M. , Daft R. L. 2001. Across the great divide: Knowledge creation and transfer between practitioners and academics. Academy of Management Journal, 44: 340–355.Link , Google Scholar Rynes S. L. , Shapiro D. L. 2005. Public policy and the public interest: What if we mattered more? Academy of Management Journal, 48: 925–927.Abstract , Google Scholar Shapiro D. L. , Kirkman B. L. , Courtney H. G. 2007. Perceived causes and solutions of the translation problem in management research. Academy of Management Journal, 50: 249–266.Link , Google Scholar Tushman M. , O'Reilly C. A. 2007. Research and relevance: The implications of Pasteur's quadrant for doctoral programs and faculty development. Academy of Management Journal, 50: 769–774.Abstract , Google Scholar Vermeulen F. 2007. “I shall not remain insignificant”: Adding a second loop to matter more. Academy of Management Journal, 50: 754–761.Link , Google ScholarFiguresReferencesRelatedDetails Vol. 50, No. 4 Permissions Metrics in the past 12 months History Published online 1 August 2007 Published in print 1 August 2007 Information© Academy of Management JournalKeywordsRESEARCHSCHOLARSI would like to thank the Department of Strategic and International Management at the London Business School for organizing the conference upon which this forum is based. Special thanks, too, to Freek Vermeulen, for orchestrating the production of these essays, and to Costas Markides, for educating me on Sumantra Ghoshal's pithy one-liners.Download PDF

Transferring technology across borders: institutional effects in Chinese context

Effective technology transfer across borders is very complex and difficult. There are so many factors that affect the effectiveness of technology transfer across borders, and the host country’s institutional profile is a critical factor. The country institutional profile reflects the institutional environment in that country and is defined as the set of all relevant institutions that have been established over time, that operate in that country, and that are transmitted into organizations through individuals (Kostova 1997, 1999; Kostova and Roth 2002) [Country institutional profiles: Concept and measurement. Academy of Management Best Paper Proceedings, pp. 180–189; Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24(2), 308–324; Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1), 213–233.]. There have been some studies about the relationship between institutional profile and technology transfer, but there are few studies with a Chinese context. Technology transfer plays an important role in developing countries and has been as one of vital strategies to build an innovative nation in China. Therefore, it is urgent to focus on the relationship between China’s institutional profile and technology transfer. The results of structural equation modeling, the subject of this paper, were based on an empirical study of 167 foreign ventures sampled in China, but they did not fully confirm what the institutional theory emphasized about the effectiveness of technology transfer. The normative dimension of the country institutional profile was shown to have a significantly positive effect on the effectiveness of technology transferring across borders, but contrary to expectations, the regulatory dimension of the country institutional profile was shown to have a significantly negative effect on the effectiveness of technology transfer, while the cognitive dimension has no significant effect on it. The concluding section of the paper discusses some practical implications and potential future study directions.

The laws of emotionThe Laws of Emotion, by FrijdaNico H. Mahwah, NJ: Lawrence Erlbaum Associates, 2006.

Academy of Management ReviewVol. 32, No. 3 Book ReviewsThe laws of emotionJonathan D. RaelinJonathan D. Raelin George Washington University, Washington, DCPublished Online:1 Jul 2007https://doi.org/10.5465/amr.2007.25275690AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article reviews the book “The Laws of Emotion,” written by Nico H. Frijda.REFERENCES Brief A. P. , Weiss H. M. 2002. Organizational behavior: Affect in the workplace. Annual Review of Psychology. 53: 279–307. Google Scholar Côté S. 2005. A social interaction model of the effects of emotion regulation on work strain. Academy of Management Review, 30: 509–530. Link , Google Scholar Doring S. A. 2003. Explaining action by emotion. Philosophical Quarterly, 53: 214–230. Google Scholar Frijda N. H. 1986. The emotions. Cambridge: Cambridge University Press. Google Scholar Frijda N. H. 1988. The laws of emotion. American Psychologist, 43: 349–358. Google Scholar Frijda N. H. , Kuipers P. , ter Schure E. 1989. Relations among emotion, appraisal, and emotional action readiness. Journal of Personality and Social Psychology, 57: 212–228. Google Scholar Isen A. M. 1984. Towards understanding the role of affect in cognition. In Wyer R. S.Srull T. K. (Eds.), Handbook of social Cognition, vol. 3: 179–236. Hillsdale, NJ: Lawrence Erlbaum Associates. Google Scholar James W. 1884. What is an emotion? Mind, 9: 188–205. Google Scholar Kuppens P. , Van Mechelen L , Smits D. J. , De Boeck P. 2003. The appraisal basis of anger: Specificity, necessity and sufficiency of components. Emotion, 3: 254–269. Google Scholar Lange C. 1922. (First published in 1885.) Om Sindsbevae-gelser: Et psyko-fysiologisk Studie. (Translated by I. A. Haupt.) In Lange C. G.James W. (Eds.), The emotions. Baltimore: Williams & Wilkins. Google Scholar Locke E. A. 2005. Why emotional intelligence is an invalid concept. Journal of Organizational Behavior, 26: 425–431. Google Scholar Morris J. A. , Feldman D. C. 1996. The dimensions, antecedents, and consequences of emotional labor. Academy of Management Review, 21: 986–1010. Link , Google Scholar Panksepp J. 1998. Affective neuroscience: The foundations of human and animal emotions. New York: Oxford University Press. Google Scholar Rubin R. S. , Munz D. C , Bommer W. H. 2005. Leading from within: The effects of emotion recognition and personality on transformational leadership behavior. Academy of Management Journal, 48: 845–858. Link , Google Scholar Schachter S. , Singer J. E. 1962. Cognitive, social and physiological determinants of emotional state. Psychological Review, 69: 379–399. Google Scholar Seo M. G. , Barrett L. F. , Bartunek J. M. 2004. The role of affective experience in work motivation. Academy of Management Review, 29: 423–439. Link , Google Scholar Smedslund J. 1992. Are Frijda's “laws of emotion” empirical? Cognition and Emotion, 6: 435–456. Google Scholar Zajonc R. B. 1980. Feeling and thinking: Preferences need no inferences. American Psychologist, 35: 151–175. Google ScholarFiguresReferencesRelatedDetails Vol. 32, No. 3 Permissions Metrics in the past 12 months History Published online 1 July 2007 Published in print 1 July 2007 Information© Academy of Management ReviewKeywordsBOOKS -- ReviewsEMOTIONSNONFICTIONDownload PDF

Notes On Contributors

ABSTRACT:SHAWN L. BERMAN is an assistant professor of management policy at the School of Management, Santa Clara University. He received his Ph.D. in strategic management from the University of Washington. His three main research interests are corporate social performance, especially measurement issues; intra- and inter-organizational trust; and issues of corporate governance. His work has appeared in the Academy of Management Journal, Academy of Management Review, Business Ethics Quarterly, and Business & Society, as well as other outlets. E-mail: sberman@scu.edu.

Editor's comments: The top ten reasons why your paper might not be sent out for review

The author offers readers of the “Academy of Management Review” journal the top ten reasons why their papers might not be sent out for review. Reasons include reviewing literature and introductions rather than offering distinctive contributions and analysis, papers geared towards practitioners, which isn't the primary audience of the journal, papers that lack organizational relevance and are targeted at another discipline, and replicas of already published works. Additional reasons include uninvited resubmissions, empirical research, guideline violations, and no theory.

A conceptual model of public sector corporate entrepreneurship

Entrepreneurship has been conceptualized as a process that can occur in organizations of all sizes and types (Burgelman, Academy of Management Review, 8, 32–47, 1983; Miller, Management Science, 29, 770–791, 1983; Gartner, Academy of Management Review, 10, 696–706, 1985; Kao, Entrepreneurship, creativity and organization, 1989). This paper develops a conceptual model of public sector corporate entrepreneurship. The proposed model is intended to depict the main antecedents that relate to corporate entrepreneurship within the public sector and the impact of corporate entrepreneurship on public sector organizational performance (growth, development and productivity), as well as factors influencing its continuous performance. Following discussion of the model’s contents, the potential value for researchers and those engaging in public sector corporate entrepreneurship are described.

Celebrating Thirty Years of Theory Publishing in Amr: Award-Winning Articles from the First Two Decades Revisited

The article discusses the “Academy of Management Review“ (AMR) upon its 30-year anniversary in 2005. In that year, the editor asked a committee headed by Madan Pillutla and including Gerald F. Davis and Christopher P. Earley to pick what they considered to be the most innovative, frame-breaking article from each of the first two decades of published work in AMR. The seven choices made by the committee are reported. The article also discusses the founding of AMR during the 1973-1974 term when the Academy Board of Governors made the decision to establish a new journal devoted to theoretical and conceptual work. The focus was on “distinguished original manuscripts“ that moved “theoretical conceptualization forward“ with “clear implications of theory for problem solving.“

Encyclopedia of Career Development, Volumes 1 and 2Edited by GreenhausJeffrey H. and CallananGerard A., Thousand Oaks, CA: Sage Publications, 2006. 992 pages, hardcover, $325

Academy of Management PerspectivesVol. 21, No. 1 Book ReviewsEncyclopedia of Career Development, Volumes 1 and 2Siri TerjesenSiri TerjesenQueensland University of Technology, Australia, and John Blenkinsopp, University of Newcastle, UKPublished Online:1 Feb 2007https://doi.org/10.5465/amp.2007.24286175AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article reviews the books “Encyclopedia of Career Development, Volumes 1 and 2,” by Jeffrey H. Greenhaus and Gerard A. Callanan.ReferencesBreaugh and Starke, 2000 Breaugh J. A. , Starke M. (2000). Research on employee recruitment: So many studies, so many remaining questions. Journal of Management, 26 (3), 405–434. Google ScholarGooderham et al., 1999 Gooderham P. , Nordhaug O. , Ringdal K. (1999). Institutional and rational determinants of organizational practices: human resource management in European firms. Administrative Science Quarterly, 44, 507–531. Google ScholarJohns, 2006 Johns G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, 386–408. Link , Google ScholarSullivan, 1999 Sullivan S. E. (1999). The changing nature of careers: A review and research agenda. Journal of Management, 25, 457–484. Google ScholarFiguresReferencesRelatedDetails Vol. 21, No. 1 Permissions Metrics in the past 12 months History Published online 1 February 2007 Published in print 1 February 2007 Information© Academy of Management PerspectivesKeywordsBOOKS -- ReviewsCAREER developmentNONFICTIONDownload PDF

Editor's Comments

The article explains the review process used on papers submitted for publication in the “Academy of Management Review” (AMR). The author also praises the reviewers who conduct the challenging and time consuming assessments. In consideration of the outstanding efforts of the reviewers and their contribution to management theory development, the first AMR Best Reviewer Award was instituted for 2005–2006. The winners chosen included Roy Suddaby of the University of Alberta School of Business, Olav Sorenson of the London business School, Dovev Lavie of the University of Texas at Austin, and Richard Whittington of Oxford University.