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BEGIN:VEVENT
DTSTART;TZID=America/New_York:20260403T144549
DTEND;TZID=America/New_York:20260403T144549
DTSTAMP:20260403T144549
CREATED:20260226T045736Z
LAST-MODIFIED:20260226T045736Z
UID:10000057-0-0@www.aom.org
SUMMARY:AOM 2026 Call for Submissions
DESCRIPTION:The Academy of Management and its Divisions and Interest Groups (DIGs)\, Affiliates\, and Caucus Committee are excited to invite submissions and seek reviewers to evaluate conference submissions for the 86th Annual Meeting of the Academy of Management to be held in Philadelphia\, Pennsylvania\, from 31 July to 4 August 2026. \n\n\n\nThe DIG Program Chairs and PDW Chairs are enthusiastically anticipating the development of an intellectually vibrant program for 2026. The “Call for Submissions” is available online and the Submission Center opens in early December 2025. \n\n\n\nPlease visit the Call for Submissions page for the individual calls and for additional information. \n\n\n\n\nSubmit your proposal
URL:https://www.aom.org/calendar/aom-2026-call-for-submissions/
LOCATION:Kopaonik
CATEGORIES:Call for Submissions,Event Calendar
ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/AOM-2026-Full_1000x750px-1.png
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/New_York:20260403T144549
DTEND;TZID=America/New_York:20260403T144549
DTSTAMP:20260403T144549
CREATED:20260226T045349Z
LAST-MODIFIED:20260226T045349Z
UID:10000040-0-0@www.aom.org
SUMMARY:Test event
DESCRIPTION:Testing 123
URL:https://www.aom.org/calendar/test-event/
LOCATION:Kopaonik
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/New_York:20260403T144549
DTEND;TZID=America/New_York:20260403T144549
DTSTAMP:20260403T144549
CREATED:20260226T045349Z
LAST-MODIFIED:20260226T045349Z
UID:10000039-0-0@www.aom.org
SUMMARY:Call for Submissions: AMD Registered Reports
DESCRIPTION:Learn More About AOM Registered Reports\n\n\n\n\nIn cases in which results\, whether present or not\, may have important theoretical or practical implications\, scholars are encouraged to submit a Registered Report. In this type of submission\, authors submit the introduction\, methods\, measurement info\, and analysis plan (but not the results) of a completed or planned study. This abbreviated paper is then evaluated on the basis of the importance of the topic\, the merit of the selected analytic approach\, methodological rigor and quality\, and potential for impacting down-the-road theorizing and/or practice/policy. As results are not included in the registered report\, what was or is likely to be found has no bearing on the outcome of the evaluation. This is in line with AMD’s willingness to publish papers reporting negligible or non-effects (see Miller & Bamberger\, 2016).
URL:https://www.aom.org/calendar/call-for-submissions-amd-registered-reports/
LOCATION:Kopaonik
CATEGORIES:Call for Submissions,Discoveries,Event Calendar,Journals
ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/07/amd_cfs.png
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/New_York:20260403T144549
DTEND;TZID=America/New_York:20260403T144549
DTSTAMP:20260403T144549
CREATED:20260226T045348Z
LAST-MODIFIED:20260226T045348Z
UID:10000038-0-0@www.aom.org
SUMMARY:Call for Submissions: Academy of Management Collections
DESCRIPTION:Learn More About Submitting to Academy of Management Collections\n\n\n\n\nThe mission of Academy of Management Collections is to publish carefully organized collections of articles from the AOM’s archive of previously published journal articles\, tied together by an original essay. AOM journals include Academy of Management Journal\, Academy of Management Review\, Academy of Management Perspectives\, Academy of Management Learning and Education\, Academy of Management Discoveries\, and Academy of Management Annals.
URL:https://www.aom.org/calendar/call-for-submissions-academy-of-management-collections/
LOCATION:Kopaonik
CATEGORIES:AOM Collections,Call for Submissions,Event Calendar,Journals
ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/cropped-covers_stroke_600x500.png
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/New_York:20260403T144549
DTEND;TZID=America/New_York:20260403T144549
DTSTAMP:20260403T144549
CREATED:20260226T045348Z
LAST-MODIFIED:20260226T045348Z
UID:10000037-0-0@www.aom.org
SUMMARY:Call for Submissions: AMD Discoveries-through-Prose
DESCRIPTION:Learn More about AMD Discoveries-through-Prose\n\n\n\n\nDiscoveries-through-Prose empower authors to craft their manuscripts in nontraditional ways that make for tighter\, more engaging narratives. Click the button to see more information about AMD Discoveries-through-Prose.
URL:https://www.aom.org/calendar/call-for-submissions-amd-discoveries-through-prose/
LOCATION:Kopaonik
CATEGORIES:Call for Submissions,Discoveries,Event Calendar,Journals
ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/07/amd_cfs.png
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=UTC:20260403T144549
DTEND;TZID=UTC:20260403T144549
DTSTAMP:20260403T144549
CREATED:20260226T045347Z
LAST-MODIFIED:20260226T045348Z
UID:10000036-0-0@www.aom.org
SUMMARY:AMD Discoveries-through-Prose
DESCRIPTION:
URL:https://www.aom.org/calendar/amd-discoveries-through-prose/
LOCATION:Kopaonik
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=America/New_York:20260403T144549
DTEND;TZID=America/New_York:20260403T144549
DTSTAMP:20260403T144549
CREATED:20260226T045346Z
LAST-MODIFIED:20260226T045346Z
UID:10000033-0-0@www.aom.org
SUMMARY:AMLE Special Section Call for Papers: Learning to Hope In and Through Management Learning & Education
DESCRIPTION:Submission Deadline: 27 February 2026 \n\n\n\nAnticipated Publication: December 2026 \n\n\n\n\n\nSubmission Guidelines\n\n\n\n\n\nRegister Here\n\n\n\n\n\nAMLE Editors\n\n\n\n\nKatrin Muehlfeld\, Trier University (Germany)\n\n\n\nLaura Colombo\, University of Exeter (United Kingdom)\n\n\n\nStuart Middleton\, University of Queensland (Australia)\n\n\n\nTodd Bridgman\, Victoria University of Wellington (New Zealand)\n\n\n\nDirk Lindebaum\, University of Bath (United Kingdom)\n\n\n\n\nCall for Papers\n\n\n\nHope is situated between what is and what might be. As such\, hope is typically experienced under conditions of uncertainty\, and there is no paucity of uncertainty in these times of geo-political upheaval and existential threats posed by climate change. Why and how should/can we hope in these troubling times? This is the guiding question for us in this special section. Hope is defined as “the perceived capability to derive pathways to desired goals\, and motivate oneself via agency thinking to use those pathways” (Snyder\, 2002\, p. 249). This definition is useful in four ways: it (i) identifies individual agency as the nucleus of hope; (ii) highlights the intimate connections between agency and pathway thinking (i.e.\, understanding causal relations to overcome obstacles); (iii) emphasizes the action-orientation that hope may imply; and (iv) it highlights the key role of an individual’s cognitive appraisal of the world—past\, present\, and future. As such\, hope has bearings on the pragmatic\, critical\, and spiritual pedagogical foundations of our field and the knowledge that has emerged from it (bell hooks\, 2003; Dewey\, 1922; Freire\, 1992; Harvey\, 1988). \n\n\n\nWhile hope’s crucial relevance to education has been recently highlighted by international research initiatives such as No Limits to Hope\, launched in 2025 by the Club of Rome\, the World Environmental Education Congress and the Fifth Element (WEEC\, 2025)\, hope remains considerably under-explored in (i) management learning\, (ii) management education\, and (iii) the business of business schools. It is only recently that scholars have begun to discuss hope’s potentially pivotal role for and within management (see Hudson\, Wright\, Toubiana\, Jarvis\, Granqvist\, 2025) and\, more specifically\, management learning and education (Lindebaum\, 2025; Skilling et al.\, 2023). This special section in AMLE seeks to harness this nascent momentum to explore why and how hope (as noun) and/or hoping (as verb) can enrich our substantive understanding for tackling grand challenges and bringing about holistic and desirable futures (Comi\, Mosca\, & Whyte\, 2025; Gümüsay & Reinecke\, 2024; Muzio & Wickert\, 2025; Lindebaum\, 2025; Wenzel\, Cabantous\, & Koch\, 2025; Wickert\, 2025; Wright\, 2025). All three thematic priorities in AMLE can and should have a role to play (Lindebaum\, 2025). As to management learning\, learning to hope is essential to who we are as human beings (as agency and pathway thinkers). Concerning management education\, we can leverage appropriate pedagogical approaches to make learning to hope possible. Finally\, institutional structures within business schools (and wider universities) may require careful examination and adjustment if our students are to hope for solutions to grand challenges and holistic and desirable futures. \n\n\n\nIn this special section\, we are specifically interested in exploring the ways in which we may hope in and through management learning and education. Underlining the theory-driven ethos of AMLE (Caza\, Harley\, Coraiola\, Lindebaum\, & Moser\, 2024)\, the special section seeks new theorizing about the role of hope for and within MLE across levels of analysis and in relation to desirable future end states. Building on this\, we are interested in practical insights that may inform management educators and decision-makers in business schools in their initiatives geared at supporting learning to hope in and through management learning and education\, with the ultimate aim of facilitating effective tackling of grand challenges and bringing about desirable futures (e.g.\, Starkey & Tempest\, 2025). Therefore\, submissions could\, for example\, address thematic questions around the following illustrative (but not exclusive) areas of concern: \n\n\n\n1. Hope as multifaceted\, multilevel phenomenon across time \n\n\n\nThe literature on hope features a variety of issues that touch upon the multifaceted nature of hope as a multilevel phenomenon\, ranging from the microlevel of the individual\, to the most aggregate macro-level of society as a whole\, with a whole range of intermediate levels including dyads\, teams\, groups\, and organizations. \n\n\n\nAt the individual level\, questions arise\, such as\, for example: \n\n\n\n\nWhat is the role of ‘talking about hope’ (Lindebaum\, Geddes\, & Jordan\, 2018) in shaping cognitive (re)appraisals around hope? Are there different types of hope that may give rise to different types of behavior—for example\, hope that implies relying on one’s own agency in contrast to hope that encourages waiting for some external force to bring about ‘a miracle’ (e.g.\, Bernardo\, 2010)? If so\, what does it take to transform ‘passive’ hope into hope that embraces one’s own agency?\n\n\n\nWhat is the role of (other) emotions (such as\, for example\, anger or fear) for stimulating of hindering hope?\n\n\n\nAre there any possible negative or dysfunctional consequences for individuals when they learn to hope? If so\, how can they be counteracted?\n\n\n\n\nAt the level of collectives (e.g.\, dyads\, teams\, groups\, organizations\, societies)\, issues that could be addressed include\, for example: \n\n\n\n\nHow can collective hope be conceptualized? By what mechanisms(s) does hope cross from the individual (i.e.\, micro) to the collective (i.e.\, macro) level?\n\n\n\nWhat is the role of emotions in fostering or hindering movement across levels (Ashkanasy\, 2003)\, potentially facilitating the emergence of ‘escalators of hoping’ (Lindebaum\, 2025)?\n\n\n\nHow is hope distinctly conceptualized across cultural contexts (e.g.\, Averill & Sundararajan\, 2005) and what are the consequences and the potential for cross-fertilization to the benefit of MLE? For example\, do Indigenous ways of being and acting offer distinct insights into how to learn to hope when faced with powerful exogenous influences?\n\n\n\n\nSuch macro-level perspectives further point to the need to look back in order to look forward and to explore the embeddedness of conceptualizations of hope within specific historical contexts. Thus\, in terms of a historical perspective\, \n\n\n\n\nHow can historical approaches inform our conceptualization of hope? What can we learn from the past\, as well as from histories of the past\, to provide insight on learning to hope?\n\n\n\nTo what extent and in what ways could reflections at the nexus between historical and cultural perspectives on hope deepen and broaden our understanding of learning to hope?\n\n\n\n\n2. Management Learning\, Education and the business of business schools \n\n\n\nConcerning Management Learning\, possible questions that emerge are: \n\n\n\n\nHow do extant learning theories conceive of learning to hope? Many seminal established theories such as experiential learning (e.g.\, Kolb & Kolb\, 2005) comprise a strong retrospective element. Could they be meaningfully extended to emphasize prospective elements of learning (Lindebaum\, 2024)? Could\, for example\, recent conceptualizations of learners’ transitions through liminal space\, triggered by encounters with threshold concepts (Irving\, Wright\, & Hibbert\, 2019) hold valuable insights for how to broaden the scope of existing learning theories with the aim of fostering understanding of antecedents and boundary conditions of learning to hope?\n\n\n\nHow do cognitive assessments and anticipated emotions interact in individuals’ evaluation of future possible outcomes (Baumeister\, Maranges\, & Sjåstad\, 2018; Baumeister\, Vohs\, Nathan DeWall\, & Zhang\, 2007)? To what extent and under what conditions do anticipated emotions have the potential to steer individuals towards striving for desirable futures? How can these interactions be harnessed in the management classroom to foster learning to hope in and through MLE?\n\n\n\nWhat motivates students to engage in training and education\, especially when ‘all hope seems lost’; that is\, when the state of the world around them makes their futures seem highly uncertain and their present riddled with eco-anxiety?\n\n\n\nWhat motivates students to invest (sometimes significant amounts of time and financial means) in their education when it seems highly uncertain whether they will be able to reap the benefits of this investment (whatever they consider these benefits to be)?\n\n\n\n\nFor management education\, prospective authors may wonder\, for example: \n\n\n\n\nWhy and how do we teach about hope in uncertain times? What can we learn from the past in terms of teaching during times of global upheaval (e.g.\, Lewis\, 2013)? Which pedagogical strategies and interventions may enable students to develop pathway and agency thinking towards holistic and desirable futures?\n\n\n\nDo initiatives to support learning to hope in and for MLE need to distinguish between programs aimed at freshman students\, who have not yet been socialized within a business (school) environment (e.g.\, Ong\, Cunningham\, & Parmar\, 2024) and programs aimed at professionals?\n\n\n\nAre there any potential unintended and adverse consequences that might arise from fostering learning to hope in and for MLE\, for example\, by unintentionally encouraging disengagement from the present\, through focusing on the future?\n\n\n\nIf hope is distinctly conceptualized across cultural contexts (e.g.\, Averill & Sundararajan\, 2005)\, how could this variety of conceptualizations be used to achieve cross-fertilization to the benefit of management education? For example\, how could insights from Indigenous ways of hoping be translated into pedagogies and business school contexts across the globe?\n\n\n\nHow can we buttress and protect the function of hope as management educators\, given that ‘function’ (Keltner & Haidt\, 1999) concerns the regular consequences of a phenomenon in a (socio-ecological) system (Colombo\, Moser\, Muehlfeld\, & Joy\, 2024)?\n\n\n\nHow might spiritual understandings of hope across different cultural and religious contexts\, with their relation to personal character (Comer & Schwarz\, 2020) and human connectedness through love (Berry\, 2010) help in our efforts to pedagogically engage with framing understandings of hope in our classrooms?\n\n\n\nWhat might philosophies of American pragmatism\, as found in Peirce (1878) and Dewey (1922)\, and with its underlying dynamics in nineteenth-century pioneering spirit have to offer for theories of hope in management education? What might the incremental nature of knowledge in this philosophy have to add to our understanding of processes by which hope may emerge and progress?\n\n\n\nWith the roots of critical theory in ancient Gnosticism (Carlin\, 2021)\, is it possible for critical pedagogy to be hopeful? How has hope been represented by leading critical scholars in the education field (e.g.\, Freire\, 1992; bell hooks\, 2003)\, and how might critical theory branch out to other philosophies for advancing a hopeful research agenda?\n\n\n\n\nIn the context of business of business schools\, the following questions could be entertained: \n\n\n\n\nHow do business schools develop institutional structures that hinder and/or facilitate teachers’ and students’ embracing of pathway and agency thinking towards holistic and desirable futures?\n\n\n\nFor scholars who have long critiqued the neoliberal business school\, how might changing macro trends presage elements of hope? Might emergent postliberal philosophies (e.g.\, Middleton\, 2024) affect an emphasis on learning to hope in and through management learning and education? For example\, if\, following the extant business of business schools literature\, American hegemony over higher education may constrain global efforts to tackle grand challenges\, then what does a postliberal shift towards “America First” mean for this hegemony? Might it mean the end of American domination of international business schools? If so\, what could perhaps replace it? \n\n\n\n\nSubmission Types\n\n\n\nWe welcome Research and Review\, Essay\, and Book and Resource Review submissions for this special section. The agnostic ethos of AMLE in terms of underlying paradigms\, theories\, and methods is reiterated—for as long as a submission falls within the remit of AMLE. All of the journal’s standard formatting and peer review guidelines will apply. \n\n\n\nInquiries\n\n\n\nThose interested in contributing to this special issue are welcome to contact any of the editors involved in the special section with their questions: \n\n\n\n\nKatrin Muehlfeld\n\n\n\nLaura Colombo\n\n\n\nStuart Middleton\n\n\n\nTodd Bridgman\n\n\n\nDirk Lindebaum\n\n\n\n\nWe encourage authors interested in submitting a book or resource review to contact Laura Colombo prior to preparing a manuscript. Authors interested in submitting a book or resource review should identify the work to be reviewed and a brief explanation of how it fits the remit of the special section. Please note that consultation with the editors is neither a prerequisite nor an expectation for submission to the special issue. \n\n\n\nSpecial Section Timeline and Process\n\n\n\nSubmissions will be accepted via AMLE’s Manuscript Central portal between the 1st of February\, 2026\, and the 27th of February\, 2026. Prior to submission\, we will hold a virtual paper development workshop (PDW)\, tentatively scheduled for the 1st of Dec 2025\, for interested authors to receive feedback on their ideas. Those interested in participating in the virtual workshop should submit either (a) a full draft paper or (b) a 4\,000–5\,000 word proposal (including an indication of the structure of the proposed paper\, its aims\, key arguments\, theoretical contribution to and practical implications for AMLE) by the 10th of November 2025. While we encourage interested contributors to participate in this PDW\, participation is not a prerequisite for\, or a guarantee of\, eventual acceptance for the special section. Please note that authors whose papers receive an invitation to revise their work for possible inclusion in the special section need to be able to be responsive to strict turnaround times for their revision given that the special section is scheduled for the last issue handled by the current editorial team at AMLE. \n\n\n\nReferences\n\n\n\nAshkanasy\, N. M. (2003). Emotions in organizations: A multi-level perspective. In Multi-level Issues in Organizational Behavior and Strategy (pp. 9–54). Emerald Group Publishing Limited. \n\n\n\nAverill\, J.R.\, & Sundararajan\, L. (2005). Hope as rhetoric: Cultural narratives of wishing and coping. In J.A. Eliott (Ed.)\, Interdisciplinary Perspectives on Hope (pp. 127–159). New York: Nova Science. \n\n\n\nBaumeister\, R. F.\, Maranges\, H. M.\, & Sjåstad\, H. (2018). Consciousness of the future as a matrix of maybe: Pragmatic prospection and the simulation of alternative possibilities. Psychology of Consciousness: Theory\, Research\, and Practice\, 5(3)\, 223–238. \n\n\n\nBaumeister\, R. F.\, Vohs\, K. D.\, Nathan DeWall\, C.\, & Zhang\, L. (2007). How emotion shapes behavior: Feedback\, anticipation\, and reflection\, rather than direct causation. Personality and Social Psychology Review\, 11(2)\, 167–203. \n\n\n\nbell hooks (2003). Teaching community. A pedagogy of hope. New York: Routledge. \n\n\n\nBernardo\, A. B. (2010). Extending hope theory: Internal and external locus of trait hope. Personality and Individual Differences\, 49(8)\, 944–949. \n\n\n\nBerry\, W. (2010). A poem of difficult hope. In W. Berry (Ed.)\, A Continuous Harmony. Counterpoint\, 83–61. \n\n\n\nCarlin\, M. (2021). Gnosticism\, progressivism and the (im)possibility of the ethical academy. Educational\, Philosophy and Theory\, 53(5)\, 436– 447. \n\n\n\nCaza\, A.\, Harley\, B.\, Coraiola\, D. M.\, Lindebaum\, D.\, & Moser\, C. (2024). What is a contribution and how can you make one at AMLE?. Academy of Management Learning & Education\, 23(4)\, 523-528. \n\n\n\nColombo\, L. A.\, Moser\, C.\, Muehlfeld\, K.\, & Joy\, S. (2024). Sowing the seeds of change: Calling for a social–ecological approach to management learning and education. Academy of Management Learning & Education\, 23(2)\, 207–213. \n\n\n\nComer\, D. R.\, & Schwartz\, M. (2020). Adapting Mussar to develop management students’ character. Journal of Management Education\, 44(2)\, 196–246. \n\n\n\nComi\, A.\, Mosca\, L.\, & Whyte\, J. (2025). Future making as emancipatory inquiry: A value‐based exploration of desirable futures. Journal of Management Studies. \n\n\n\nDewey\, J. (1922). Human Nature and Conduct: An Introduction to Social Psychology. Henry Holt and Company. \n\n\n\nFreire\, P. (1992). Pedagogy of Hope: Reliving the Pedagogy of the Oppressed. New York: The Continuum Publishing Company. \n\n\n\nGümüsay\, A. A.\, & Reinecke\, J. (2024). Imagining desirable futures: A call for prospective theorizing with speculative rigour. Organization Theory\, 5(1)\, 26317877241235939. \n\n\n\nHarvey\, J. B. (1988). The Abilene Paradox and Other Meditations on Management. Lexington Books. \n\n\n\nHudson\, B. A.\, Wright\, A.\, Toubiana\, M.\, Jarvis\, L.\, & Granqvist\, N. (2025). The architecture of hope in distressing times and places: Construction\, action\, and possibilities. Organization Studies\, Special Issue Call for Papers\, available from https://journals.sagepub.com/page/oss/call-for-papers. \n\n\n\nIrving\, G.\, Wright\, A.\, & Hibbert\, P. (2019). Threshold concept learning: Emotions and liminal space transitions. Management Learning\, 50(3)\, 355–373. \n\n\n\nKeltner\, D.\, & Haidt\, J. (1999). Social functions of emotions at four levels of analysis. Cognition & Emotion\, 13(5)\, 505–521. \n\n\n\nKolb\, A. Y.\, & Kolb\, D. A. (2005). Learning styles and learning spaces: Enhancing experiential learning in higher education. Academy of Management Learning & Education\, 4(2)\, 193–212. \n\n\n\nLewis\, C. S. (2013). Learning in War Time. In C.S. Lewis (Ed.)\, The Weight of Glory\, William Collins\, 25–46. \n\n\n\nLindebaum\, D. 2024. Management Learning and Education as “big picture” social science. Academy of Management Learning & Education\, 23(1)\, 1–7. \n\n\n\nLindebaum\, D. (2025). Hope. Academy of Management Learning & Education. doi:10.5465/amle.2025.0145. \n\n\n\nLindebaum\, D.\, Geddes\, D.\, & Jordan\, P. J. (Eds.). (2018). Social Functions of Emotion and Talking about Emotion at Work. Edward Elgar Publishing. \n\n\n\nMiddleton\, S. (2024). Advancing the Future of Management Education Research. Edward Elgar Publishing. \n\n\n\nMuzio\, D.\, & Wickert\, C. (2025). Climate change and the politics of system‐level change: The challenges of moving beyond incremental transformation. Journal of Management Studies. doi:10.1111/joms.13234. \n\n\n\nOng\, M.\, Cunningham\, J. L.\, & Parmar\, B. L. (2024). Lay beliefs about homo economicus: How and why does economics education make us see honesty as effortful?. Academy of Management Learning & Education\, 23(1)\, 41–60. \n\n\n\nPeirce\, C. (1878). How to make our ideas clear. Popular Science Monthly\, 12 (January)\, 286–302. \n\n\n\nSkilling\, P.\, Hurd\, F.\, Lips-Wiersma\, M.\, & McGhee\, P. (2023). Navigating hope and despair in sustainability education: A reflexive roadmap for being with eco-anxiety in the classroom. Management Learning\, 54(5)\, 655–679. \n\n\n\nSnyder\, C. R. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry\, 13\, 249–275. \n\n\n\nStarkey\, K.\, & Tempest\, S. (2025). The business school and the end of history: Reimagining management education. Academy of Management Learning & Education\, 24(1)\, 111–125. \n\n\n\nWEEC (2025). No Limits to Hope. Transforming learning for better futures. Retrieved from: https://res.cloudinary.com/dnive3aoc/images/v1742891560/NLTH_Call-and-Concept-Note-1/NLTH_Call-and-Concept-Note-1.pdf?_i=AA \n\n\n\nWenzel\, M.\, Cabantous\, L.\, & Koch\, J. (2025). Future making: Towards a practice perspective. Journal of Management Studies. doi:10.1111/joms.13222. \n\n\n\nWickert\, C. (2025). What is the future of future making in management research?. Journal of Management Studies. doi:10.1111/joms.13230. \n\n\n\nWright\, A. (2025). Back to the future? A caution. Journal of Management Studies. doi:10.1111/joms.13226.
URL:https://www.aom.org/calendar/amle-special-section-call-for-papers-learning-to-hope-in-and-through-management-learning-education/
LOCATION:Kopaonik
CATEGORIES:Call for Submissions,Event Calendar,Journals,Learning & Education
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CREATED:20260226T040809Z
LAST-MODIFIED:20260226T040810Z
UID:10000015-0-0@www.aom.org
SUMMARY:Call for Submissions: AMD Registered Reports
DESCRIPTION:This is an open and ongoing call. For more information\, click here. \n\n\n\nIn cases in which results\, whether present or not\, may have important theoretical or practical implications\, scholars are encouraged to submit a Registered Report. In this type of submission\, authors submit the introduction\, methods\, measurement info\, and analysis plan (but not the results) of a completed or planned study. This abbreviated paper is then evaluated on the basis of the importance of the topic\, the merit of the selected analytic approach\, methodological rigor and quality\, and potential for impacting down-the-road theorizing and/or practice/policy. As results are not included in the registered report\, what was or is likely to be found has no bearing on the outcome of the evaluation. This is in line with AMD’s willingness to publish papers reporting negligible or non-effects (see Miller & Bamberger\, 2016). \n\n\n\nUsing this results-blind approach\, our aim is to have authors submit interesting\, important\, empirically grounded studies meeting AMD’s standards for methodological rigor\, but without concern for the direction or statistical significance of the findings. With the focus on the research question\, potential implications\, and rigor\, the study is evaluated regardless of whether the findings are supportive (or not) of some a priori hunch\, replicate or question prior findings\, or demonstrate evidence (or not) of some treatment effect. Such reports can be especially useful when conducting audit studies\, which are typically used to capture and assess discrimination (see for example Ameri\, Rogers\, Schur\, & Kruse\, 2020). \n\n\n\nUsing this approach\, authors will receive a decision from the action editor indicating whether and how their study will be subsequently handled. Action editors may conditionally accept the registered report\, they may send the registered report out for peer review\, they may ask for a revision of the registered report\, or they may reject the registered report\, but allow for the project to be submitted following regular paper submission procedures. Registered reports deemed incompatible with the mission of AMD may also be desk rejected or rejected after review. Such reports cannot be submitted following the regular paper submission track. Any registered report that reaches “conditional accept” stage will be ultimately evaluated on whether the authors actually conduct the study and present the findings as outlined in the registered report.  \n\n\n\nAuthors are advised to consult with the Editor-in-Chief if they have questions about the submission process. Correspondence with the Editor prior to submission can help determine an approach that makes sense for the project in question. \n\n\n\nFor additional information on registered reports\, please consult this article by Roman Briker and Fabiola Gerpott in ORM.
URL:https://www.aom.org/calendar/amd-registered-reports/
LOCATION:Kopaonik
CATEGORIES:Call for Submissions
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CREATED:20260226T041302Z
LAST-MODIFIED:20260226T041303Z
UID:10000017-1757548800-1757635200@www.aom.org
SUMMARY:AMLE Paper Development Workshop\, Belfast\, Northern Ireland
DESCRIPTION:Add to my calendar:\n\n\n\n\nOutlook\n\n\n\nICal\n\n\n\nGoogle Calendar\n\n\n\n\nContact Information:\n\n\n\nHeike Schröder\, Piotr Makowskihttps://www.qub.ac.uk/schools/queens-business-school/ \n\n\n\n\nQueen’s University Belfast Campus Map\n\n\n\n\n\n\nIn-person workshop hosted by Queen’s Business School in Belfast\, Northern Ireland.\n\n\n\n\nEditorial Organization\n\n\n\n\nDirk Lindebaum\, Editor-in-Chief\n\n\n\nChristine Moser\, Laura Colombo\, and Katrin Muehlfeld\, Associate Editors\n\n\n\n\n\n\nLocal Organizers\n\n\n\n\nHeike Schröder and Piotr Makowski\n\n\n\n\n\n\nAbout AMLE\n\n\n\nAcademy of Management Learning & Education (AMLE) is rated as 4* in the UK CABS list and A* in the Australian Business Deans’ Council list of journals. AMLE publishes theory-driven studies on management learning\, management education\, or the business of business schools. For empirical papers\, this means that where the research sample is composed of learners\, they are higher education students in business school(s) or school(s) of management\, or they are managers learning in executive contexts. Where the sample is composed of faculty\, then they are situated within a business school(s) or school(s) of management. \n\n\n\nCatering\n\n\n\nRefreshments and lunch will be provided. The Department of Organisation\, Work and Leadership (OWL) at Queen’s Business School generously sponsored catering and dinner for a limited number of participants.  \n\n\n\nRegistration\n\n\n\nThere is no registration fee\, but participants are responsible for arranging their own travel and accommodation. Registration\, submission of full paper\, and commitment to attend are required for all participants wishing to attend both parts of the PDW. \n\n\n\nSubmission deadline: 12 July 2025 \n\n\n\nRequirements\n\n\n\nFull papers (rather than abstracts) that fit the aim and scope of AMLE are considered for this PDW. Submissions should comply with AMLE style guidelines. Prior FTEs can serve as guideposts to clarify AMLE’s focus and content areas (Lindebaum\, 2024; Hibbert\, in Rockmann et al.\, 2021; Hibbert et al.\, 2023; Vince and Hibbert\, 2018; Caza et al.\, 2024). \n\n\n\nWorkshop Structure\n\n\n\nThis workshop has two main parts. Part 1 comprises a general introduction to AMLE. The main focus is on writing manuscripts that advance our theoretical understanding of MLE phenomena for the research article and essay sections of the journal. This first part of the workshop is open to all interested participants. Part 2 is focused on supporting and advising researchers\, with current work-in-progress\, on how to develop and refine their papers with submission to AMLE in mind. Those wishing to participate in part two should note the requirements listed above. \n\n\n\nSubmission\n\n\n\nClearly mark the subject line as: PDW Submission at Queen’s Business School. Your submission must have a cover page that includes: the author name(s) and affiliation(s); three to four keywords; and an email address for the lead author. An abstract of up to 200 words should be provided on the first page of the paper. Please note: \n\n\n\n\nAgree to your paper being discussed in a small group with other participants\, as arranged by the workshop facilitators\, and be willing and able to provide a short (5-minute maximum) overview of your paper to others in the discussion group.\n\n\n\nCommit to attending the whole workshop if your submission is accepted.\n\n\n\n\nYou can still attend and participate if you do not have work to discuss in Part 2. Note\, however\, that preference will be given to authors that submit papers. Email amle@aom.org  to confirm. As with paper submissions\, let us know by 12 July 2025 if you wish to register without submitting work for Part 2. \n\n\n\n\n\nReferences\n\n\n\n\nCaza A\, Harley B\, Coraiola DM\, et al. (2024) What is a Contribution and How Can You Make One at AMLE? Academy of Management Learning & Education.\n\n\n\nHibbert P\, Caza A\, Coraiola DM\, et al. (2023) Why Be an Editor? Academy of Management Learning & Education. DOI: 10.5465/amle.2023.0435.\n\n\n\nLindebaum D (2024) Management learning and education as ‘big picture’ social science. Academy of Management Learning & Education 23(1): 1-7.\n\n\n\nRockmann K\, Bunderson JS\, Leana CR\, et al. (2021) Publishing in the Academy of Management Journals. Academy of Management Learning & Education 20(2): 117-126.\n\n\n\nVince R and Hibbert P (2018) From the AMLE Editorial Team: Disciplined Provocation: Writing Essays for AMLE. Academy of Management Learning & Education 17(4): 397-400.\n\n\n\n\n\n\nDID YOU KNOW?\n\n\n\nAMLE is delighted to introduce “Talk to the Editor.” 30-minute online sessions designed as feedback opportunities on full paper drafts for prospective authors before formal submission. Background can be found here. We hope you make use of this opportunity!
URL:https://www.aom.org/calendar/amle-paper-development-workshop-belfast-northern-ireland-2/
LOCATION:Kopaonik
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DTSTART;TZID=America/New_York:20250911T000000
DTEND;TZID=America/New_York:20250912T000000
DTSTAMP:20260403T144549
CREATED:20260220T055513Z
LAST-MODIFIED:20260220T055514Z
UID:10000006-1757548800-1757635200@www.aom.org
SUMMARY:AMLE Paper Development Workshop\, Belfast\, Northern Ireland
DESCRIPTION:Add to my calendar:\n\n\n\n\nOutlook\n\n\n\nICal\n\n\n\nGoogle Calendar\n\n\n\n\nContact Information:\n\n\n\nHeike Schröder\, Piotr Makowskihttps://www.qub.ac.uk/schools/queens-business-school/ \n\n\n\n\nQueen’s University Belfast Campus Map\n\n\n\n\n\n\nIn-person workshop hosted by Queen’s Business School in Belfast\, Northern Ireland.\n\n\n\n\nEditorial Organization\n\n\n\n\nDirk Lindebaum\, Editor-in-Chief\n\n\n\nChristine Moser\, Laura Colombo\, and Katrin Muehlfeld\, Associate Editors\n\n\n\n\n\n\nLocal Organizers\n\n\n\n\nHeike Schröder and Piotr Makowski\n\n\n\n\n\n\nAbout AMLE\n\n\n\nAcademy of Management Learning & Education (AMLE) is rated as 4* in the UK CABS list and A* in the Australian Business Deans’ Council list of journals. AMLE publishes theory-driven studies on management learning\, management education\, or the business of business schools. For empirical papers\, this means that where the research sample is composed of learners\, they are higher education students in business school(s) or school(s) of management\, or they are managers learning in executive contexts. Where the sample is composed of faculty\, then they are situated within a business school(s) or school(s) of management. \n\n\n\nCatering\n\n\n\nRefreshments and lunch will be provided. The Department of Organisation\, Work and Leadership (OWL) at Queen’s Business School generously sponsored catering and dinner for a limited number of participants.  \n\n\n\nRegistration\n\n\n\nThere is no registration fee\, but participants are responsible for arranging their own travel and accommodation. Registration\, submission of full paper\, and commitment to attend are required for all participants wishing to attend both parts of the PDW. \n\n\n\nSubmission deadline: 12 July 2025 \n\n\n\nRequirements\n\n\n\nFull papers (rather than abstracts) that fit the aim and scope of AMLE are considered for this PDW. Submissions should comply with AMLE style guidelines. Prior FTEs can serve as guideposts to clarify AMLE’s focus and content areas (Lindebaum\, 2024; Hibbert\, in Rockmann et al.\, 2021; Hibbert et al.\, 2023; Vince and Hibbert\, 2018; Caza et al.\, 2024). \n\n\n\nWorkshop Structure\n\n\n\nThis workshop has two main parts. Part 1 comprises a general introduction to AMLE. The main focus is on writing manuscripts that advance our theoretical understanding of MLE phenomena for the research article and essay sections of the journal. This first part of the workshop is open to all interested participants. Part 2 is focused on supporting and advising researchers\, with current work-in-progress\, on how to develop and refine their papers with submission to AMLE in mind. Those wishing to participate in part two should note the requirements listed above. \n\n\n\nSubmission\n\n\n\nClearly mark the subject line as: PDW Submission at Queen’s Business School. Your submission must have a cover page that includes: the author name(s) and affiliation(s); three to four keywords; and an email address for the lead author. An abstract of up to 200 words should be provided on the first page of the paper. Please note: \n\n\n\n\nAgree to your paper being discussed in a small group with other participants\, as arranged by the workshop facilitators\, and be willing and able to provide a short (5-minute maximum) overview of your paper to others in the discussion group.\n\n\n\nCommit to attending the whole workshop if your submission is accepted.\n\n\n\n\nYou can still attend and participate if you do not have work to discuss in Part 2. Note\, however\, that preference will be given to authors that submit papers. Email amle@aom.org  to confirm. As with paper submissions\, let us know by 12 July 2025 if you wish to register without submitting work for Part 2. \n\n\n\n\n\nReferences\n\n\n\n\nCaza A\, Harley B\, Coraiola DM\, et al. (2024) What is a Contribution and How Can You Make One at AMLE? Academy of Management Learning & Education.\n\n\n\nHibbert P\, Caza A\, Coraiola DM\, et al. (2023) Why Be an Editor? Academy of Management Learning & Education. DOI: 10.5465/amle.2023.0435.\n\n\n\nLindebaum D (2024) Management learning and education as ‘big picture’ social science. Academy of Management Learning & Education 23(1): 1-7.\n\n\n\nRockmann K\, Bunderson JS\, Leana CR\, et al. (2021) Publishing in the Academy of Management Journals. Academy of Management Learning & Education 20(2): 117-126.\n\n\n\nVince R and Hibbert P (2018) From the AMLE Editorial Team: Disciplined Provocation: Writing Essays for AMLE. Academy of Management Learning & Education 17(4): 397-400.\n\n\n\n\n\n\nDID YOU KNOW?\n\n\n\nAMLE is delighted to introduce “Talk to the Editor.” 30-minute online sessions designed as feedback opportunities on full paper drafts for prospective authors before formal submission. Background can be found here. We hope you make use of this opportunity!
URL:https://www.aom.org/calendar/amle-paper-development-workshop-belfast-northern-ireland/
LOCATION:Kopaonik
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DTSTART;TZID=America/New_York:20250922T103000
DTEND;TZID=America/New_York:20250922T113000
DTSTAMP:20260403T144549
CREATED:20260226T045350Z
LAST-MODIFIED:20260226T045351Z
UID:10000043-1758537000-1758540600@www.aom.org
SUMMARY:Ask An AMR Associate Editor: Special Topic Forum on Marginalized Workers and Marginalized Populations in Organizations
DESCRIPTION:Join the Session\n\n\n\n\nPresenters: Kristie Rogers and Paul Tracey \n\n\n\nConsidering submitting to AMR’s Special Topic Forum on Marginalized Workers and Marginalized Populations in Organizations? In this session\, Kristie Rogers and Paul Tracey\, Associate Editors of this Special Topic Forum\, will discuss the call for papers. They will also answer questions about potential submissions to this issue. \n\n\n\nJust click the “Join the Session” to join; registration is not required.
URL:https://www.aom.org/calendar/ask-an-amr-associate-editor-special-topic-forum-on-marginalized-workers-and-marginalized-populations-in-organizations/
LOCATION:Kopaonik
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DTSTART;TZID=America/New_York:20250923T000000
DTEND;TZID=America/New_York:20250924T000000
DTSTAMP:20260403T144549
CREATED:20260226T041303Z
LAST-MODIFIED:20260226T041303Z
UID:10000018-1758585600-1758672000@www.aom.org
SUMMARY:AMP Virtual Paper Development Workshop for Special Issue: Managing for Our “New Normal”: How to Foresee\, Prepare for\, and Repair after Extreme Events
DESCRIPTION:Day 1 \n\n\n\n23 September 2025 \n\n\n\nTime: 18:00 to 19:30 (GMT-05:00) Eastern Daylight Time \n\n\n\nJoin the Zoom Session \n\n\n\n\n\n\n\nDay 2 \n\n\n\n24 September 2025 \n\n\n\nTime: 8:00 to 9:30 (GMT-05:00) Eastern Daylight Time \n\n\n\nJoin the Zoom Session \n\n\n\nGuest Editors:\n\n\n\n\nWitold (Vit) Henisz\, University of Pennsylvania\n\n\n\nAlan Meyer\, University of Oregon\n\n\n\nDean Shepherd\, University of Notre Dame\n\n\n\nChristopher Wright\, University of Sydney\n\n\n\nZhaohui Wu\, Oregon State University\n\n\n\n\nAMP Associate Editor:\n\n\n\n\nOana Branzei\, Western University\, Canada\n\n\n\n\nWorkshop Details\n\n\n\nAcademy of Management Perspectives (AMP) is pleased to announce the virtual Paper Development Workshop (PDW) for the Special Issue (SI) titled “Managing for Our “New Normal”: How to Foresee\, Prepare for\, and Repair after Extreme Events”  to be held on Tuesday\, 23 September 2025\, from 18:00 to 19:30 am Eastern Standard Time and Wednesday\, 24 September 2025 from 8:00 to 9:30 am Eastern Standard Time. \n\n\n\nThis PDW aims to engage with scholars interested in contributing to the Special Issue. For more details\, please access the call for papers.  \n\n\n\nDuring this PDW\, the editors will outline the requirements for submission to AMP\, share their vision for the SI\, and facilitate a Q&A session. Attendees will have the opportunity to share their research intentions and receive feedback from the guest editors on how their work aligns with the SI’s goals. \n\n\n\nPlease note that this PDW is purely informational\, and no paper presentations are scheduled for the event. Participation in the PDW does not guarantee acceptance of the paper to AMP or special preference in the review process. \n\n\n\nThe SI adheres to AMP’s rigorous standards. Selected papers in the SI will be scholarly articles focused on important real-world problems that have evidence-based\, actionable insights for managerial practice and policy. AMP articles are not theory driven. Thus\, writing for AMP differs from writing for traditional academic journals. See the AMP open call for papers.
URL:https://www.aom.org/calendar/amp-virtual-paper-development-workshop-for-special-issue-managing-for-our-new-normal-how-to-foresee-prepare-for-and-repair-after-extreme-events/
LOCATION:Kopaonik
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DTSTART;TZID=America/New_York:20250929T000000
DTEND;TZID=America/New_York:20250929T000000
DTSTAMP:20260403T144549
CREATED:20260226T041303Z
LAST-MODIFIED:20260226T041303Z
UID:10000019-1759104000-1759104000@www.aom.org
SUMMARY:AMD Publishing and Paper Development Workshop\, Zurich\, Switzerland
DESCRIPTION:Submit Extended Abstracts and Register\n\n\n\n\nAbstract submission deadline for submitting authors: 11:59 p.m. U.S. ET on 7 August 2025 \n\n\n\nRegistration deadline for open participants: Participants who do not wish to submit abstracts but would still like to attend should register using the above link by 11:59 p.m. U.S. ET on 1 September 2025 \n\n\n\n\n\n\n\nIn-person workshop hosted by ETH Zurich\n\n\n\n\n\n\n\nWorkshop Leaders\n\n\n\n\nC. Chet Miller & Prithviraj Chattopadhayay\, AMD Coeditors\n\n\n\nOther Associate Editors\, Editorial Review Board members\, and Authors from the journal\n\n\n\n\nAbout the Workshop\n\n\n\nThis workshop is geared toward all scholars (PhD students\, junior and senior scholars) who are interested in publishing in AMD. In this workshop\, we will work with potential authors to determine whether AMD provides the best fit for their ideas\, and then help them develop well-crafted ideas potentially suitable for submission to the journal.  \n\n\n\nAgenda\n\n\n\n9:00-9:30Registration/coffee and networking9:30-9:45Introduction to the workshop9:45-10:45Plenary—Publishing in AMD10:45-11:15Coffee break11:15-12:30Breakout groups to discuss papers I12:30-13:45Lunch13:45-15:00Breakout groups to discuss papers II15:00-15:30Coffee break15:30-16:30Plenary—Publishing in AOM journals\, wrap-up and closing16:30-17:30City tour (optional)\n\n\n\nThe plenary sessions will be geared toward providing general information about publishing in AMD\, such as what makes a successful paper\, the main reasons that papers are rejected\, and strategies for addressing the core challenges that editors and reviewers see in rejected papers. \n\n\n\nEach breakout group will be facilitated by individuals who have editorial and/or publishing experience with the journal. Each participant will be given 2 minutes in which to present a brief overview of their idea\, and why they believe the paper fits the AMD mission (AMD Mission Statement). The facilitator will then lead a discussion on the fit of that idea for the journal\, and how it can be developed further to enhance the potential for success. The process of giving and receiving feedback by everyone in a breakout group also will help participants get a better understanding of how to craft ideas into manuscripts for AMD. The template reviewers are encouraged to use for AMD submissions may be found here: AMD Reviewer Template. \n\n\n\nWorkshop Instructions\n\n\n\nEach person whose work is accepted for a breakout session should prepare to share a 1-page document that describes the research question\, methods for empirical exploration\, and expected/actual findings.. Each person also should prepare a 2-minute presentation for the breakout session. In each session\, 4 to 5 participants will be paired with one of the Editors\, an Associate Editor or an Editorial Review Board member from the journal. These groups will then discuss the participants’ ideas and provide each participant with insights about how to clarify ideas and move them forward. \n\n\n\nSubmission and Registration Information\n\n\n\nAbstract submission deadline for submitting authors: All participants seeking feedback in the breakout sessions must submit extended abstracts for review by 11:59 p.m. U.S. Eastern Time on 7 August 2025. These extended abstracts should be no longer than four double-spaced pages and convey the essence of the research questions\, the pertinent research that is missing from existing literature\, proposed/actual empirical methods\, and expected/actual empirical findings. \n\n\n\nThe extended abstracts should be submitted using this link. \n\n\n\nAcceptance decisions and breakout assignments will be sent by 14 August 2025\, along with hotel\, transportation\, and city information. \n\n\n\nRegistration deadline for open participants: Participants who do not wish to submit abstracts but would still like to attend should register using the above link by 11:59 p.m. U.S. Eastern Time on 1 September 2025.
URL:https://www.aom.org/calendar/amd-publishing-and-paper-development-workshop-zurich-switzerland/
LOCATION:Kopaonik
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DTSTART;TZID=America/New_York:20251001T000000
DTEND;TZID=America/New_York:20251031T000000
DTSTAMP:20260403T144549
CREATED:20260226T041304Z
LAST-MODIFIED:20260226T041304Z
UID:10000021-1759276800-1761868800@www.aom.org
SUMMARY:AMD Special Research Forum - Organizational Insights in Health Care
DESCRIPTION:Initial Submission Window: 1 October 2025- 31 October 2025 \n\n\n\nGuest Editors\n\n\n\n\nMarlys Christianson\, University of Toronto\n\n\n\nBrian Hilligoss\, University of Arizona\n\n\n\nChristopher Myers\, Johns Hopkins University (AMD Associate Editor)\n\n\n\nKathleen Sutcliffe\, Johns Hopkins University\n\n\n\nTimothy Vogus\, Vanderbilt University\n\n\n\n\nOverview\n\n\n\nRecent years have seen a cascade of changes to work organizations\, impacting every facet of organizational life\, from the nature of employee collaboration to the fundamental structure and boundaries of what it means to be an “organization.” These changes are of interest to management and organizational scholars\, inviting empirical research that can help illuminate new or under-explored organizational phenomena in ways that update\, refine\, and advance the field’s understanding of the modern world of work.  \n\n\n\nNowhere are these evolving\, complex\, and dynamic features of work organizations more apparent than in the domain of health care\, as seen in the increased attention to human and organizational determinants of health care since the turn of the century (e.g.\, To Err is Human\, 2000)\, more recent evolutions in health care structure and financing (e.g.\, through the 2010 Affordable Care Act in the United States)\, and the turbulence of the global COVID-19 pandemic (and its associated disruptions to the world of work). Clearly\, health care has seen an incredible array of challenges and advancements in the recent past\, and the future promises more of the same.  \n\n\n\nHealth care is an inherently broad domain\, encompassing not only organizations that directly provide health care to patients\, but also an array of related industries\, regulators\, funders\, and professions that together create a maze of organizational and interpersonal interdependencies. As Ramanujam and Rousseau (2006) note\, the health care setting is characterized by multiple (and at times conflicting) missions\, a multi-professional workforce\, complex external environments (with a wide range of stakeholders)\, and the provision of inherently complex\, dynamic work tasks. Moreover\, by most metrics (GDP\, employment\, spending\, utilization\, etc.)\, health care is a dominant sector of the global economy\, and is a domain where failures of organization and management have dire consequences (Mayo\, Myers\, Sutcliffe\, 2021; Ramanujam & Rousseau\, 2006). \n\n\n\nOrganizational Science and Health Care\n\n\n\nGiven these features\, health care contexts represent an incredibly valuable research domain for management scholars interested in a wide range of topics and levels of analysis. As DiBenigno and D’Aunno (2024) recently commented\, health care “has it all\,” with prior work exploring this context from macro-\, meso-\, and micro-level perspectives to generate valuable insights. Given the inherently interdisciplinary nature of studying organizational phenomena in the health care setting\, past work has spanned a range of disciplines\, often bridging domains of organizational scholarship\, industrial relations\, and health care scholarship (e.g.\, health policy\, health services research\, medicine\, medical sociology\, and nursing)\, yielding key insights for theory and practice. \n\n\n\nFor example\, integrating across these disciplines\, we know that organizational strategic choices have important implications for both adherence to evidence-based practices and financial outcomes (e.g.\, Everson\, Lee\, & Adler-Milstein\, 2016; Lee & Kapoor\, 2017) and that institutional and network factors influence the adoption of new health innovations and technologies across the industry (e.g.\, D’Aunno\, Succi\, & Alexander\, 2000; Westphal\, Gulati\, & Shortell\, 1997). We also know that team-based care can be important for enhancing the provision of care (e.g.\, Reddy et al.\, 2018; Reiss-Brennan et al.\, 2016)\, and that factors such as experience working together\, team scaffolds\, boundary management\, and training can enhance health care team effectiveness (e.g.\, Hughes et al.\, 2016; Luciano et al.\, 2018; Mayo\, 2022; Valentine & Edmondson\, 2015). At the individual level\, we have some understanding of the impact of health care workers’ strong professional identities (e.g.\, DiBenigno\, 2022; Pratt\, Rockmann\, & Kauffman\, 2006) and how health care workers’ job satisfaction is enhanced by perceptions about leadership\, teamwork\, and justice (e.g.\, Perry et al.\, 2018; Djukic et al.\, 2017; Sheridan et al.\, 2018; Trybou et al.\, 2016). \n\n\n\nThe examples above provide just a sampling of the ways in which organizational phenomena can be studied and understood in health care settings in ways that shed light on the experience of work in modern organizations. Indeed\, in their recent review of the field\, Mayo and colleagues (2021) take stock of the body of scholarship in both management- and health-focused journals that address organizational phenomena\, detailing some of the more well-studied topics across the field (specifically organizational change\, learning\, coordination/collaboration\, teaming\, and performance). \n\n\n\nThis recent review\, however\, also highlights the much longer list of organizational topics that have received comparatively less attention in past research on health care (see Mayo et al.\, 2021; Table 2 – provided as an appendix to this Call for Papers). In addition\, Mayo and colleagues (2021) highlight the fragmentation and dispersion of existing research in the field across different outlets (i.e.\, management vs. health care journals) and different research orientations. Specifically\, they highlight a tendency\, often observed in research published in management journals\, for researchers to treat health care as merely an incidental context from which they seek to glean universally generalizable theory about organizing processes (which they term “organizational science in health care”). This contrasts with a tendency\, observed more frequently in health care journals\, to deploy organizational concepts to solve specific problems and generate insights unique to a particular health care domain or organization (in pursuit of what the authors term an “organizational science of health care”; Mayo et al.\, 2021). Each of these approaches has advantages and drawbacks\, leading the authors to conclude their review with a call for more work that stands in between these extant approaches – adopting an “organizational science and health care” orientation that balances generalizability and contextualization and offers insights for both organizing and organizations in health care and beyond (Mayo et al.\, 2021). \n\n\n\nGoals of the Special Issue\n\n\n\nGiven the list of organizational phenomena unexplored in health care settings\, as well as the disparate approaches taken in prior work\, the goals of this special issue are to publish novel empirical explorations while taking seriously the invitation to balance organizational science and health care – in other words\, work that takes seriously both the charge to develop a richly contextualized understanding of a key empirical discovery and develop its implications for a more generalized understanding of work\, strategy\, organizations\, management\, and institutions. \n\n\n\nWe see these as complementary goals – recognizing that generalizability is enhanced\, rather than harmed\, by careful attention to contextualizing research (Johns\, 2006; Rousseau & Fried\, 2001) – and ones that are particularly well-suited to the nature of AMD as an outlet for “articles motivated by research questions that address compelling and underexplored phenomena … that present clear and compelling discoveries: empirical findings that challenge existing assumptions while opening new theoretical paths or that otherwise promote future\, ‘down-the-road\,’ theorizing.” (AMD website) \n\n\n\nWe invite papers that study any organizational phenomena relevant to the experience and functioning of health care (broadly defined) for this special issue. This could include “classic” topics central to organizational scholarship that are particularly visible or impactful\, but still poorly understood\, in health care (i.e.\, many of the topics listed in Table 2 of Mayo et al.\, 2021; see Appendix). It also includes phenomena that are particular to health care settings\, but might carry important implications for all organizational environments (e.g.\, the study of handoffs and transitions\, which are central to health care delivery settings\, but are increasingly occurring in many organizations that switch to project-based work coordinated across disparate teams or units; Hilligoss & Vogus\, 2015; LeBaron et al.\, 2016). \n\n\n\nWe intentionally take a “big tent” view of health care\, recognizing that care is increasingly delivered outside of clinical settings and organizations (including at home or in the workplace); that this care relies on inputs from a broad range of industries\, professions\, and individuals; and that the health of the workforce is increasingly considered a core responsibility of any organization’s leadership (e.g.\, via a corporate Chief Medical Officer; Myers\, Polsky\, & Desai\, 2022). We thus welcome submissions that consider a variety of dimensions of health and health care (including mental health) at any level of analysis. We also encourage submissions that involve and engage practitioners in the development and presentation of discoveries (for more\, see the recent AMD “From the Editors” essay on practitioner involvement in empirical research; Ben-Menahem\, 2024). \n\n\n\nSample Topics\n\n\n\nThe topics listed below present a non-exhaustive list of empirical phenomena in health care that might be appropriate for this special issue. We\, however\, stress again that the scope for this special issue is intentionally quite broad and we welcome submissions from a broad range of conceptual traditions\, methods\, and domains. Moreover\, most of the topics below are subject to empirical exploration at different levels of analysis or across multiple levels of analysis (as is true of many aspects of health care). In each domain\, research might fruitfully explore the implications for workers and the workforce\, the consequences for organizations or patients (e.g.\, their experience of care and quality of care)\, or the impact of relevant policy\, industry\, and organizational conditions. Questions about the suitability of a particular topic should be directed to a member of the editorial team. \n\n\n\n\nEvolving Intersections of Health Care and Work\n\nIntroduction of AI in health and health care\n\n\n\nUse of new technologies (e.g.\, robotics\, additive manufacturing) in health care\n\n\n\nDisruptive events and health crises (e.g.\, COVID-19)\n\n\n\nThe individual\, organizational\, and sectoral/institutional consequences of operating in a politically charged and polarized domain\n\n\n\nThe competing ethics of health care and care delivery (e.g.\, professional\, organizational\, and personal ethics)\n\n\n\n\n\nStructural Shifts in Health Care\n\nNew ownership and governance structures (e.g.\, private equity investments)\n\n\n\nFunding\, payment\, and regulatory shifts affecting health care\n\n\n\nProvision of health services (e.g.\, caregiving\, mental health care) in non-health organizations and work settings\n\n\n\nPersonalized medicine\n\n\n\nComplex system dynamics and achieving safe\, reliable care\n\n\n\n\n\nTrends in Health Care Delivery\n\nEmergence of new professions (or proto-professions like community health workers)\, evolution of professional roles\, and changing scope-of-practice\n\n\n\nNew work arrangements (e.g.\, remote work\, “travel” nursing)\n\n\n\nNew modalities of care delivery (e.g.\, virtual health care and telemedicine)\n\n\n\nWork implications of home health care and long-term care providers\n\n\n\nWorkforce composition and demographics\, workload\, and burnout\n\n\n\nGlobalization of the health care workforce\n\n\n\nLearning and decision-making in the face of limited evidence (e.g.\, COVID-19 treatment)\n\n\n\n\n\n\nAbout AMD\n\n\n\nAMD is a premier journal for the empirical exploration of data describing or investigating compelling phenomena. AMD is not a journal for deductive theorizing or hypothesis testing. Authors are encouraged to present findings without the need to “reverse engineer” any theoretical framework or hypotheses. AMD publishes discoveries resulting from both quantitative and qualitative data sources. AMD articles are phenomenon-forward rather than theory-forward. This means that AMD papers look quite different in comparison to articles sent to other empirical journals. The goal at the front end of an AMD paper should primarily be to demonstrate the novelty/interestingness of the phenomenon and why current theory fails to explain the phenomenon. It is in the discussion of an AMD paper where a plausible theoretical explanation—the theoretical contribution—is provided. The goal for every AMD paper is that the discoveries derived from empirical exploration open new lines of research inquiry. For further information about the goals of AMD\, we encourage potential submitters to review recent “From-the-Editors” articles from AMD’s current and previous Editors (Miller\, 2024; Rockmann\, 2023) or visit the AMD website. \n\n\n\nSubmission Guidelines\n\n\n\nStandard guidelines apply to papers sent in for this Special Issue. Manuscripts may be submitted as traditional papers or as Discoveries-through-Prose. Discoveries-through-Prose are crafted in more creative and engaging ways than traditional papers. When composing such manuscripts\, we encourage authors to relax their use of traditional headings and traditional “academic writing” in order to create a compelling narrative from start to finish. More information about Discoveries-through-Prose can be found on the AMD website. \n\n\n\nReferences\n\n\n\nBen-Menahem\, S. M. 2024. Engaging practitioners in empirical exploration. Academy of Management Discoveries\, 10(2): 155-162. \n\n\n\nD’Aunno\, T.\, Succi\, M.\, & Alexander\, J. A. 2000. The role of institutional and market forces in divergent organizational change. Administrative Science Quarterly\, 45(4): 679-703. \n\n\n\nDiBenigno\, J. 2022. How idealized professional identities can persist through client interactions. Administrative Science Quarterly\, 67(3): 865-912. \n\n\n\nDiBenigno\, J.\, & D’Aunno\, T. 2024. A necessary prescription: How studies of healthcare can advance theory and practice. Administrative Science Quarterly. Research Curation. \n\n\n\nDjukic\, M.\, Jun\, J.\, Kovner\, C.\, Brewer\, C.\, & Fletcher\, J. 2017. Determinants of job satisfaction for novice nurse managers employed in hospitals. Health Care Management Review\, 42(2): 172-183. \n\n\n\nEverson\, J.\, Lee\, S. Y. D.\, & Adler-Milstein\, J. 2016. Achieving adherence to evidence-based practices: Are health IT and hospital-physician integration complementary or substitutive strategies? Medical Care Research and Review\, 73(6): 724–751. \n\n\n\nHilligoss\, B.\, & Vogus\, T. J. 2015. Navigating care transitions: A process model of how doctors overcome organizational barriers and create awareness. Medical Care Research and Review\, 72(1): 25-48. \n\n\n\nHughes\, A. M.\, Gregory\, M. E.\, Joseph\, D. L.\, Sonesh\, S. C.\, Marlow\, S. L.\, Lacerenza\, C. N.\, Benishek\, L. E.\, King\, H. B.\, & Salas\, E. 2016. Saving lives: A meta-analysis of team training in healthcare. Journal of Applied Psychology\, 101(9): 1266-1304. \n\n\n\nJohns\, G. 2001. In praise of context. Journal of Organizational Behavior\, 22(1): 31-42. \n\n\n\nKohn\, L. T.\, Corrigan\, J. M.\, & Donaldson\, M. S. 2000. To Err Is Human: Building a Safer Health System. Institute of Medicine. Washington\, DC: National Academies Press. \n\n\n\nLeBaron\, C.\, Christianson\, M. K.\, Garrett\, L.\, & Ilan\, R. 2016. Coordinating flexible performance during everyday work: An ethnomethodological study of handoff routines. Organization Science\, 27(3): 514-534. \n\n\n\nLee\, J. M.\, & Kapoor\, R. 2017. Complementarities and coordination: Implications for governance mode and performance of multiproduct firms. Organization Science\, 28(5): 931–946. \n\n\n\nLuciano\, M. M.\, Bartels\, A. L.\, D’Innocenzo\, L.\, Maynard\, M. T.\, & Mathieu\, J. E. 2018. Shared team experiences and team effectiveness: Unpacking the contingent effects of entrained rhythms and task characteristics. Academy of Management Journal\, 61(4): 1403-1430. \n\n\n\nMayo\, A. T. 2022. Syncing up: A process model of emergent interdependence in dynamic teams. Administrative Science Quarterly\, 67(3): 821-864. \n\n\n\nMayo\, A. T.\, Myers\, C. G.\, & Sutcliffe\, K. M. 2021. Organizational science and health care. Academy of Management Annals\, 15(2): 537-576. \n\n\n\nMiller\, C. C. 2024. Pirates\, adventurers\, and free spirits: The people of Academy of Management Discoveries. Academy of Management Discoveries\, 10(1): 1-6. \n\n\n\nMyers\, C. G.\, Polsky\, D.\, & Desai\, S. 2022. The growing role of chief medical officers in major corporations. JAMA Health Forum\, 3(7): e222194. \n\n\n\nPerry\, S. J.\, Richter\, J. P.\, & Beauvais\, B. 2018. The effects of nursing satisfaction and turnover cognitions on patient attitudes and outcomes: A three‐level multisource study. Health Services Research\, 53(6): 4943-4969. \n\n\n\nPratt\, M. G.\, Rockmann\, K. W.\, & Kaufmann\, J. B. 2006. Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents. Academy of Management Journal\, 49(2): 235-262. \n\n\n\nRamanujam\, R.\, & Rousseau\, D. M. 2006. The challenges are organizational not just clinical. Journal of Organizational Behavior\, 27(7): 811–827. \n\n\n\nReddy\, A.\, Wong\, E.\, Canamucio\, A.\, Nelson\, K.\, Fihn\, S. D.\, Yoon\, J.\, & Werner\, R. M. 2018. Association between continuity and team-based care and health care utilization: An observational study of medicare-eligible veterans in VA patient aligned care team. Health Services Research\, 53(2): 5201-5218. \n\n\n\nReiss-Brennan\, B.\, Brunisholz\, K. D.\, Dredge\, C.\, Briot\, P.\, Grazier\, K.\, Wilcox\, A.\, Savitz\, L.\, & James\, B. 2016. Association of integrated team-based care with health care quality\, utilization\, and cost. JAMA\, 316(8): 826-829. \n\n\n\nRockmann\, K. 2023. Embracing an exploratory mindset: How amd is changing the script of good science. Academy of Management Discoveries\, 9(4): 419-423. \n\n\n\nRousseau\, D. M.\, & Fried\, Y. 2001. Location\, location\, location: Contextualizing organizational research. Journal of Organizational Behavior\, 22(1): 1-13. \n\n\n\nSheridan\, B.\, Chien\, A. T.\, Peters\, A. S.\, Rosenthal\, M. B.\, Brooks\, J. V.\, & Singer\, S. J. 2018. Team-based primary care. Health Care Management Review\, 43(2): 115-125. \n\n\n\nTrybou\, J.\, Gemmel\, P.\, & Annemans\, L. 2016. The impact of economic and noneconomic exchange on physicians’ organizational attitudes. Health Care Management Review\, 41(1): 75-85. \n\n\n\nValentine\, M. A.\, & Edmondson\, A. C. 2015. Team scaffolds: How mesolevel structures enable role-based coordination in temporary groups. Organization Science\, 26(2): 405-422. \n\n\n\nWestphal\, J. D.\, Gulati\, R.\, & Shortell\, S. M. 1997. Customization or conformity? An institutional and network perspective on the content and consequences of TQM adoption. Administrative Science Quarterly\, 42(2): 366-394.  \n\n\n\nAppendix\n\n\n\n\n\n\n\nReproduced from: Mayo\, A. T.\, Myers\, C. G.\, & Sutcliffe\, K. M. 2021. Organizational science and health care. Academy of Management Annals\, 15(2): 537-576.
URL:https://www.aom.org/calendar/amd-special-research-forum-organizational-insights-in-health-care/
LOCATION:Kopaonik
CATEGORIES:Call for Special Issue Papers,Discoveries,Journals
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DTSTART;TZID=America/New_York:20251001T000000
DTEND;TZID=America/New_York:20251031T000000
DTSTAMP:20260403T144549
CREATED:20260226T041303Z
LAST-MODIFIED:20260226T041304Z
UID:10000020-1759276800-1761868800@www.aom.org
SUMMARY:AMP Call for Special Issue Papers: Making it Better by Working Together
DESCRIPTION:Submit via the AMP Manuscript Central site\n\n\n\n\nSee the related Paper Development Workshop details for this Special Issue. \n\n\n\n\n\n\n\nGuest Editors:\n\n\n\n\nSophie Bacq\, IMD\, Switzerland\n\n\n\nJanet Bercovitz\, University of Colorado\, USA\n\n\n\nFrank de Bakker\, IESEG School of Management\, France\n\n\n\nAline Gatignon\, University of Pennsylvania\, USA\n\n\n\nIrene Henriques\, York University\, Canada\n\n\n\n\nAMP Associate Editor:\n\n\n\n\nSandro Cabral\, Insper\, Brazil\n\n\n\n\nBackground\n\n\n\nThe COVID-19 pandemic underscored that complex problems cannot be effectively tackled by organizations acting in isolation. Collaboration between businesses\, governments\, and civil society organizations proved necessary. The coordinated response from pharmaceutical companies\, public authorities\, nonprofit organizations\, and social enterprises leveraging their financial resources\, expertise\, and local knowledge to develop and distribute reliable and effective vaccines\, was vital in saving lives worldwide. 1 This cooperation not only addressed immediate public health needs but also established a precedent for future collaborative responses to global challenges. Similarly\, major technological innovations such as smartphones owe their existence to substantial public investments in basic research\, the entrepreneurial spirit of private innovators\, and the significant contributions of nonprofit institutions like Stanford University.2 In the same vein\, coordinated actions between firms and civil society groups have proven essential in reducing deforestation and increasing community well-being while ensuring economic benefits for businesses and numerous stakeholders in underserved communities.3 \n\n\n\nDespite these success stories\, management scholarship has been slow to embrace the full complexity of cross-sectoral collaborations. It frequently emphasizes free-market solutions and the business case for collaboration—such as how firms can leverage relationships with public and civil society organizations—while tending to overlook broader societal challenges. 4 In this special issue\, we aim to highlight practical ways that these relationships can be reshaped to better address the evolving social\, environmental\, and economic challenges of our time. \n\n\n\nScope and Open-Ended Research Questions\n\n\n\nWe invite scholarly studies that explain how the major challenges of our time can be or have been better addressed through specific reconfigurations of the relationships between firms\, governments\, and civil society organizations\, which include nonprofits cooperatives\, associations\, and social movements. We encourage both conceptual and empirical papers that are grounded in rigorous analysis and support specific and significant managerial and policy actions. In short\, we want papers that show what can or does work\, in ways that managers and policymakers can use. \n\n\n\nPlease note that AMP’s mission and format differ from many other leading academic journals. AMP papers are managerially driven\, not theory driven. Successful submissions clearly define the managerial issue from the outset and make a compelling case for its importance. They do not simply tack managerial implications on to a standard academic study. Rather\, AMP papers provide actionable insights that guide managerial behavior and influence policy decisions. We strongly encourage potential authors to review AMP’s guidelines at aom.org/amp before submission. Note that we also welcome Practitioner Perspectives essays and Constructive Confrontations papers for this special issue. Guidance for both formats is also on our website. \n\n\n\nFor this special issue\, we welcome submissions of relevant\, rigorous\, and readable papers that address a broad range of topics\, including but not limited to the following: \n\n\n\n\nBridging Different Perspectives and Interests: Which frameworks and processes can bring together diverse stakeholders with differing objectives to foster alignment and cooperation? How can collaborations be structured to benefit all parties involved? How do firms\, either in isolation or in collaboration with other cross-sector partners\, reconcile financial performance and societal goals?\n\n\n\nAccounting for Power Imbalances: How can the power disparities between larger entities\, such as governments\, multilateral organizations\, multinational corporations\, and smaller actors\, such as nonprofits\, local communities\, and disenfranchised groups\, be addressed to foster more equitable and effective partnerships? What innovative approaches can mitigate these imbalances and ensure that all actors are meaningfully included in decision-making? How can we foster collaborative governance arrangements and effectively engage firms\, nonprofits\, and civil society organizations when governments take a leading role in these efforts\, particularly in addressing grand challenges?\n\n\n\nIntegrating Understudied or Underserved Communities: How can we center the voices of understudied or underserved communities in cross-sector collaborations? How can we avoid “helicoptering” solutions into and out of these communities? What roles can these communities play as central actors in addressing societal challenges?\n\n\n\nGeographic Levels of Collaboration: How do solutions to societal problems vary across different geographic levels\, from local to global? How can polycentric governance models—where decision-making occurs across multiple\, interconnected scales—be employed to address global challenges while considering local needs? What level of analysis should managers adopt as they consider these challenges?\n\n\n\nInstitutional Context and Country Settings: How can institutional frameworks and country-specific factors be accounted for and managed in cross-sector collaborations? How can different governance structures\, legal frameworks\, and cultural contexts be addressed to improve the success of these partnerships? How does corporate political activity by one or more parties alter cross-sector partnership dynamics?\n\n\n\nMicro-Processes of Collaboration: What are the specific\, day-to-day processes through which individuals from different sectors—public\, private\, and civil society organizations—build trust\, share knowledge\, and foster collaborative solutions? How can managers encourage individuals to spend time in other sectors and how can this time be structured to break down barriers to collaboration? How can these individual interactions be scaled up to influence larger organizational and societal outcomes and\, eventually\, social and environmental impacts?\n\n\n\nImpact Measurement in Cross-Sector Collaborations: How can we measure the long-term societal impact of partnerships between businesses\, governments\, nonprofits\, and civil society organizations? What frameworks are most useful in assessing both financial and non-financial performance\, including social and environmental benefits?\n\n\n\nThe Role of Communication and Social Media: How can communication practices\, information technologies\, and social media platforms be leveraged to enhance transparency\, accountability\, and collaboration between businesses\, governments\, and civil society organizations?\n\n\n\n\nIn an era where the intersection of business\, government\, and civil society has never been more critical\, we encourage submissions that offer fresh perspectives and innovative solutions that managers and policymakers can implement to reshape these relationships for a more equitable and sustainable future. \n\n\n\nDeadline\, Submission\, and Review Process\n\n\n\nThe submission deadline is 31 October 2025. Papers must be submitted on the AMP website at https://mc.manuscriptcentral.com/amp. \n\n\n\nAll papers will be reviewed according to the current policies of Academy of Management Perspectives. AMP papers should be grounded in evidence or robust conceptual frameworks\, address relevant real-world managerial and policy issues\, offer actionable insights\, avoid theory fetish\, and be written in a style accessible to non-specialists and practitioners. \n\n\n\nWe intend to host a Paper Development Workshop at the 2025 AOM Conference in Copenhagen for selected authors to further develop their manuscripts. Participation in this workshop is neither a guarantee nor a prerequisite for publication. This special issue is expected to be published in 2027.  \n\n\n\nEndnotes\n\n\n\n1 S. Bacq and G. Lumpkin\, G. “Social Entrepreneurship and COVID‐19\,” Journal of Management Studies 58\, no. 1 (2021): 285; S. Cabral\, Strategy for Public and Nonprofit Organizations: An Applied Perspective (London: Palgrave Macmillan\, 2024). \n\n\n\n2 M. Mazzucato The Entrepreneurial State: Debunking Public vs Private Sector Myths (New York: Anthem Press Mazzucato\, 2013). \n\n\n\n3 S. Bacq\, C. Hertel\, and G. Lumpkin\, (2022). “Communities at the Nexus of Entrepreneurship and Societal Impact: A Cross-Disciplinary Literature Review\,” Journal of Business Venturing 37\, no. 5 (2022): 106231; M. L. Barnett\, I. Henriques\, and B. W. Husted\, “Beyond Good Intentions: Designing CSR Initiatives for Greater Social Impact\,” Journal of Management 46\, no. 6 (2020): 937–64; A. Gatignon and L. Capron\, “The Firm as an Architect of polycentric Governance: Building Open Institutional Infrastructure in Emerging Markets\,” Strategic Management Journal 44\, no. 1 (2023): 48–85; G. Lumpkin and S. Bacq\, “Civic Wealth Creation: A New View of Stakeholder Engagement and Societal Impact\,” Academy of Management Perspectives 33\, no. 4 (2019): 383–404; A. M. McGahan and L. S. Pongeluppe\, “There Is no Planet B: Aligning Stakeholder Interests to Preserve the Amazon Rainforest\,” Management Science 69\, no. 12 (2023): 7860–81. \n\n\n\n4 S. Cabral\, J. T. Mahoney\, A. M. McGahan\, and M. Potoski\, “Value Creation and Value Appropriation in Public and Nonprofit Organizations\,” Strategic Management Journal 40\, no. 4 (2019): 465–75.
URL:https://www.aom.org/calendar/amp-call-for-special-issue-papers-making-it-better-by-working-together/
LOCATION:Kopaonik
CATEGORIES:Call for Special Issue Papers,Journals,Perspectives
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DTSTART;TZID=Europe/London:20251017T090000
DTEND;TZID=Europe/London:20251017T100000
DTSTAMP:20260403T144549
CREATED:20260226T041305Z
LAST-MODIFIED:20260226T041306Z
UID:10000023-1760691600-1760695200@www.aom.org
SUMMARY:AMPlitude Workshops: Session 2
DESCRIPTION:Click for Zoom\n\n\n\n\nAcademy of Management Perspectives (AMP) publishes studies that matter to managers. Might your study be suitable for publication in AMP? Join an upcoming workshop to get on the same AMPlitude! \n\n\n\nDuring these quarterly online workshops\, participants pitch their paper ideas to AMP editors. Participants are given up to five minutes to explain their ideas\, using a template. AMP editors then provide individualized feedback. \n\n\n\nRegistration is required. Please compete and submit the template at the time of registration. \n\n\n\nPlease note:• Registration does not guarantee acceptance to the workshop• Workshop participation does not guarantee acceptance of the associated full-text manuscript to AMP and does not provide special preference in the review process. \n\n\n\nPre-Workshop Activities\n\n\n\nPlease read these From the Editors essays prior to submitting your extended abstract.• (Re)building a Bridge between Scholars and Practitioners: Get AMPed!• Management Practice and Policy: A Guide to Writing for AMP• Mattering Matters: Explaining what Fits at Academy of Management Perspectives
URL:https://www.aom.org/calendar/amplitude-workshops-session-2/
LOCATION:Kopaonik
CATEGORIES:Event Calendar,Perspectives
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DTSTART;TZID=America/New_York:20251024T100000
DTEND;TZID=America/New_York:20251024T140000
DTSTAMP:20260403T144549
CREATED:20260226T045350Z
LAST-MODIFIED:20260226T045350Z
UID:10000042-1761300000-1761314400@www.aom.org
SUMMARY:AMJ and CARMA Research Methods Virtual Development Workshop
DESCRIPTION:Led By\n\n\n\nQuinetta Roberson quinetta@broad.msu.edu Paul Bliese paul.bliese@moore.sc.edu \n\n\n\nPurpose and Agenda\n\n\n\nThe first goal of the workshop is to provide insights on the types of research methods manuscripts AMJ is looking for. The second goal is to develop ideas and working manuscripts that advance research methods with the aim of later submission for review at AMJ. \n\n\n\nSubmission Requirements\n\n\n\nExtended abstract with details on example data used to illustrate the method. \n\n\n\nWorkshop Structure\n\n\n\nThis workshop will include a plenary and pre-assigned breakout sessions.
URL:https://www.aom.org/calendar/amj-and-carma-research-methods-virtual-development-workshop/
LOCATION:Kopaonik
CATEGORIES:Event Calendar,Journal,Journal Workshops,Journals
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DTSTART;TZID=Europe/Vilnius:20251029T100000
DTEND;TZID=Europe/Vilnius:20251029T160000
DTSTAMP:20260403T144549
CREATED:20260226T041306Z
LAST-MODIFIED:20260226T041306Z
UID:10000024-1761732000-1761753600@www.aom.org
SUMMARY:AMLE Paper Development Workshop\, Vilnius\, Lithuania
DESCRIPTION:Register and Submit Here\n\n\n\n\nLed By\n\n\n\n\nOlga Ryazanova\, Associate Editor AMLE\, Maynooth University\n\n\n\nChristine Moser: Associate Editor AMLE\, Vrije Universiteit Amsterdam\n\n\n\n\nLocal Organizer\n\n\n\n\nVita Akstinaite\, Vice-President for Research & Faculty\, ISM University\n\n\n\n\nAbout AMLE\n\n\n\nAcademy of Management Learning & Education (AMLE) is rated as 4* in the UK CABS list and A* in the Australian Business Deans’ Council list of journals. AMLE publishes theory-driven studies on management learning\, management education\, or the business of business schools. For empirical papers\, this means that where the research sample is composed of learners\, they are higher education students in business school(s) or school(s) of management\, or they are managers learning in executive contexts. Where the sample is composed of faculty\, then they are situated within a business school(s) or school(s) of management. \n\n\n\nRegistration\n\n\n\nThere is no registration fee\, but participants are responsible for arranging their own travel and accommodation. Registration\, submission of short paper\, and commitment to attend are required for all participants wishing to attend both parts of the PDW. The places in Part 2 are limited and are allocated to the first 15 submissions which meet the requirements below. \n\n\n\nSubmission deadline: 12 September 2025 \n\n\n\nCatering\n\n\n\nRefreshments and lunch will be provided. ISM University of Management and Economics generously sponsored catering and lunch for a limited number of participants.  \n\n\n\nWorkshop Structure\n\n\n\nThis workshop has two main parts. \n\n\n\nPart 1 comprises a general introduction to AMLE. The main focus is on writing manuscripts that advance our theoretical understanding of MLE phenomena for the research article and essay sections of the journal. This first part of the workshop is open to all interested participants. \n\n\n\nPart 2 is focused on supporting and advising researchers\, with current work-in-progress\, on how to develop and refine their papers with submission to AMLE in mind. Those wishing to participate in Part 2 should note the requirements listed above. \n\n\n\nApproximate schedule for the day: \n\n\n\n10:00-11:00 – Presentation of the journal and Q&A \n\n\n\n11:00-11:45 – Theoretical contribution in the AMLE \n\n\n\n11:45-12:00 – Coffee break \n\n\n\n12:00-13:30 – Roundtable discussion of submitted papers \n\n\n\n13:30-14:30 – Lunch \n\n\n\n14:30-16:00 – Continuation of roundtable discussion and Q&A \n\n\n\nSubmission\n\n\n\nClearly mark the subject line as: PDW Submission at ISM University. Your submission must have a cover page that includes: the author name(s) and affiliation(s); three to four keywords; and an email address for the lead author. An abstract of up to 200 words should be provided on the first page of the paper. Please note that by registering you: \n\n\n\n\nAgree to your paper being discussed in a small group with other participants\, as arranged by the workshop facilitators\, and be willing and able to provide a short (5-minute maximum) overview of your paper to others in the discussion group.\n\n\n\nCommit to attending the whole workshop if your submission is accepted.\n\n\n\n\nYou can still attend and participate if you do not have work to discuss in Part 2. As with paper submissions\, please let us know by 12 September 2025 if you wish to register without submitting work for Part 2. \n\n\n\nReferences\n\n\n\nCaza\, A.\, Harley\, B.\, Coraiola\, D.M.\, Lindebaum\, D.\, & Moser\, C.\, 2024. What is a contribution and how can you make one at AMLE? Academy of Management Learning & Education\, 23: 523-528. \n\n\n\nHibbert\, P.\, Caza\, A.\, Coraiola\, D.M.\, Gerhardt\, M.\, Greenberg\, D.\, Laasch\, O.\, Lindebaum\, D.\, Rigg\, C.\, Ryazanova\, O.\, & Wright\, A.L.\, 2023. Why be an editor? Academy of Management Learning & Education\, 22: 569-573. \n\n\n\nLindebaum\, D.\, 2024. Management learning and education as “big picture” social science. Academy of Management Learning & Education\, 23: 1-7. \n\n\n\nRockmann\, K.\, Bunderson\, J.S.\, Leana\, C.R.\, Hibbert\, P.\, Tihanyi\, L.\, Phan\, P.H.\, & Thatcher\, S.M.\, 2021. Publishing in the Academy of Management journals. Academy of Management Perspectives\, 35: 165-174. \n\n\n\nVince\, R.\, & Hibbert\, P.\, 2018. From the AMLE editorial team: Disciplined provocation: Writing essays for AMLE. Academy of Management\, Learning and Education\, 17: 397-400.
URL:https://www.aom.org/calendar/amle-paper-development-workshop-vilnius-lithuania/
LOCATION:Kopaonik
CATEGORIES:Event Calendar,Journal Workshops,Journals,Learning & Education
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DTSTART;TZID=America/New_York:20251030T210000
DTEND;TZID=America/New_York:20251030T220000
DTSTAMP:20260403T144549
CREATED:20260226T041306Z
LAST-MODIFIED:20260226T041307Z
UID:10000025-1761858000-1761861600@www.aom.org
SUMMARY:Ask An AMR Associate Editor: Ethical Considerations Unique to Publishing Theory Papers
DESCRIPTION:Join the session\n\n\n\n\nPresenters: Melissa Cardon and Chak Fu Lam \n\n\n\nMaintaining high ethical standards is an important part of our journal and our profession. Melissa Cardon and Chak Fu Lam will talk about their FTE on ethics related to writing theory papers\, offer suggestions\, and answer questions. \n\n\n\nJust click the “Join the Session” to join; registration is not required.
URL:https://www.aom.org/calendar/ask-an-amr-associate-editor-ethical-considerations-unique-to-publishing-theory-papers/
LOCATION:Kopaonik
CATEGORIES:Event Calendar,Journals,Review
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DTSTART;TZID=Pacific/Fiji:20251106T090000
DTEND;TZID=Pacific/Fiji:20251106T163000
DTSTAMP:20260403T144549
CREATED:20260226T045351Z
LAST-MODIFIED:20260226T045351Z
UID:10000044-1762419600-1762446600@www.aom.org
SUMMARY:AMLE Paper Development Workshop\, Wellington\, New Zealand
DESCRIPTION:Register and Submit Here\n\n\n\n\nLed By\n\n\n\n\nTodd Bridgman: Associate Editor AMLE\, Victoria University of Wellington\n\n\n\nBill Harley: Associate Editor AMLE\, University of Melbourne\n\n\n\nStuart Middleton: Associate Editor AMLE\, University of Queensland\n\n\n\n\nLocal Organizer\n\n\n\n\nTodd Bridgman\n\n\n\n\nAbout AMLE\n\n\n\nAcademy of Management Learning & Education (AMLE) is rated A* in the Australian Business Deans’ Council list of journals and 4* in the UK CABS list. The journal’s main emphasis is on theoretical debates about management learning and education in all types of settings—schools and universities as well as businesses and public and nonprofit organizations. Additionally\, AMLE publishes work that addresses critical theoretical debates about “the business of business schools\,” including the careers of management educators. \n\n\n\nWorkshop Overview\n\n\n\nThis workshop has two main parts. Refreshments and lunch will be provided. \n\n\n\nPart 1 (preparation required): comprises a general introduction to AMLE\, touching on its overlaps with other key journals in the field. The session is also focused on supporting and advising researchers\, with current work-in-progress\, how to develop and refine their papers with submission to AMLE in mind. Those wishing to participate in Part 1 should note the requirements listed below. \n\n\n\nPart 2 (no preparation required): The main focus is on writing manuscripts that advance our theoretical understanding about AMLE phenomena for the research article and essay sections of the journal. The second part of the workshop is open to all interested participants. \n\n\n\nPart 1 Workshop Schedule (preparation required) \n\n\n\n9:00-9:30        Arrival and refreshments9:30-10:30      AMLE overview\, and Q&A10:30-10:45    Refreshments10:45-12:30    Small group discussion of submissions\, with individual advice from the facilitators12:30-13:30    Lunch \n\n\n\nPart 2 Workshop Schedule (no preparation required) \n\n\n\n13:30-14:30   Writing Essays for AMLE (Bill)14:30-15:30   Making a Theoretical Contribution (Todd and Stuart)15:30-15:45   Refreshments15:45-16:30   follow-on meetings with any workshop participants who have remained and would like further advice on their work. \n\n\n\nPart 1 Requirements\n\n\n\nParticipants in part one must: \n\n\n\n\nHave either an extended abstract (5 pages) or a full paper that you would like to develop through constructive critique and that fits with AMLE’s focus and content areas. Previous “From the Editors” articles can serve as guideposts to clarify AMLE’s focus and content areas (Coraiola & Caza\, 2025; Foster\, 2018; Hibbert et al.\, 2021; Lindebaum\, 2023; Hibbert\, in Rockmann et al.\, 2021).\n\n\n\nSubmit the submission in Word or PDF format\, no later than 30 September 2025. Your submission must have a cover page that includes: author name(s) and affiliation(s); three-four keywords; and an email address for the lead author. An abstract of up to 200 words should be provided on the first page of the paper. If you are sending an extended abstract\, include a very brief plan for developing the full paper at the end of your text.\n\n\n\nAgree to your paper being discussed in a small group with other participants\, as arranged by the workshop facilitators\, and be willing and able to provide a short (5-minute maximum) overview of your paper to others in the discussion group.\n\n\n\nCommit to attending the whole workshop if your submission is accepted.\n\n\n\n\nPlease note that if we receive more submissions than we can accommodate\, there will be selection of papers on the basis of their fit with AMLE and their stage of development. \n\n\n\nYou can still attend and participate in Part 2 if you do not have work to discuss in Part 1. Note\, however\, that preference will be given to authors that submit papers for Part 1. Email Todd Bridgman by 30 September 2025\, if you wish to register without submitting work for Part 1. \n\n\n\nRegistration\n\n\n\nThere is no registration fee\, but participants are responsible for arranging their own travel and accommodation. Registration\, submission of an extended abstract\, and commitment to attend is required for all participants wishing to attend Part 1 and Part 2 of the PDW. Those who wish to attend Part 2 but not submit work for Part 1 are required to indicate their interest in attending.
URL:https://www.aom.org/calendar/amle-paper-development-workshop-wellington-new-zealand/
LOCATION:Kopaonik
CATEGORIES:Event Calendar,Journal Workshops,Journals,Learning & Education
ATTACH;FMTTYPE=image/png:https://www.aom.org/wp-content/uploads/2025/08/amle_pdw.png
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