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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/
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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/
CATEGORIES:Call for Special Issue Papers,Discoveries,Journals
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DTSTART;TZID=America/New_York:20251001T000000
DTEND;TZID=America/New_York:20251031T000000
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CREATED:20260226T041303Z
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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/
CATEGORIES:Call for Special Issue Papers,Journals,Perspectives
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BEGIN:VEVENT
DTSTART;TZID=Europe/London:20251017T090000
DTEND;TZID=Europe/London:20251017T100000
DTSTAMP:20260404T070010
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/
CATEGORIES:Event Calendar,Perspectives
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BEGIN:VEVENT
DTSTART;TZID=America/New_York:20251024T100000
DTEND;TZID=America/New_York:20251024T140000
DTSTAMP:20260404T070010
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/
CATEGORIES:Event Calendar,Journal,Journal Workshops,Journals
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BEGIN:VEVENT
DTSTART;TZID=Europe/Vilnius:20251029T100000
DTEND;TZID=Europe/Vilnius:20251029T160000
DTSTAMP:20260404T070010
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/
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:20260404T070010
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/
CATEGORIES:Event Calendar,Journals,Review
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BEGIN:VEVENT
DTSTART;TZID=Pacific/Fiji:20251106T090000
DTEND;TZID=Pacific/Fiji:20251106T163000
DTSTAMP:20260404T070010
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/
CATEGORIES:Event Calendar,Journal Workshops,Journals,Learning & Education
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BEGIN:VEVENT
DTSTART;TZID=America/New_York:20251111T210000
DTEND;TZID=America/New_York:20251111T220000
DTSTAMP:20260404T070010
CREATED:20260226T041308Z
LAST-MODIFIED:20260226T041308Z
UID:10000028-1762894800-1762898400@www.aom.org
SUMMARY:Ask An AMR Associate Editor: Writing with Clarity\, Coherence\, and Conciseness
DESCRIPTION:Join the Session\n\n\n\n\nPresenter: Kris Byron \n\n\n\nLearn more about clear\, coherent and concise writing techniques. In this session\, Kris Byron\, editor of AMR\, will offer tips and answer questions about how to improve your academic writing skills. \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-writing-with-clarity-coherence-and-conciseness/
CATEGORIES:Event Calendar,Review
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BEGIN:VEVENT
DTSTART;TZID=America/New_York:20251115T000000
DTEND;TZID=America/New_York:20251115T000000
DTSTAMP:20260404T070010
CREATED:20260226T045353Z
LAST-MODIFIED:20260226T045354Z
UID:10000049-1763164800-1763164800@www.aom.org
SUMMARY:Call for Nominations for Editor: AMD
DESCRIPTION:Nominate here\n\n\n\n\nNominations are sought for the position of Editor for Academy of Management Discoveries.\n\n\n\nThe person(s) selected for AMD Editor position will become Editor-elect (or Co-editor elect) on 1 July 2026 and Editor on 1 January 2027. The term of office as Editor is three years plus a 6-month transition period as Editor-elect.  \n\n\n\nThe Academy’s mission is to ensure an inclusive selection process and generate a viable list of qualified potential editors from a comprehensive collection of nominations. As a member of the Academy\, you can recommend one or more individuals who you deem capable and inclined to accept this position of responsibility. We will contact these individuals and encourage them to consider accepting the nomination to be considered for this editorship. \n\n\n\nIn general\, qualifications for an AOM Editor includes: \n\n\n\n\nSignificant scholarly contributions in management\, including publications associated with the mission of the journal.\n\n\n\nExtensive experience and an excellent reputation as a reviewer.\n\n\n\nExperience as an editorial board member or an editor of a management-related journal. Nominees do not need to be current members of editorial teams of Academy of Management publications to be nominated.\n\n\n\nDemonstrated commitment to diversity as reflected in the statement of values below.\n\n\n\nAbility to work constructively with authors\, reviewers\, and the Academy’s Board of Governors.\n\n\n\nDemonstrated administrative skills\, capacity to handle a demanding workload and meet deadlines.\n\n\n\nAbility to work with the Managing Editor virtually. The Managing Editor is an employee of the Academy’s headquarters office.\n\n\n\nFamiliarity with\, and ability to use\, a web-based submission and review system. \n\n\n\nRank of tenured Full Professor or equivalent.\n\n\n\nA doctoral degree in a management-related discipline. \n\n\n\nMember of the Academy of Management.\n\n\n\n\nIn support of the Academy’s values\, AOM is open and keen to attract global talent for editorial positions because we value diversity\, inclusion\, and equity in our international community. The CPC (Content Portfolio Committee)\, a committee of the Academy of Management Board of Governors\, seeks nominees who appreciate diversity in theoretical orientations and empirical contexts\, including those that are under-represented\, outside the mainstream\, and populations of concern that are marginalized or hidden. We seek nominees that adhere to the belief that the full range of social experience must be represented in our scholarship and often these contributions are made by authors and reviewers from diverse backgrounds and locations. \n\n\n\nNomination process and procedures \n\n\n\nNominees may only apply to one of the journals listed above. Nominees who apply to more than one journal will be disqualified. \n\n\n\nNominations must include nominee name(s)\, full address\, telephone number\, email address\, and current CV. Editor job description and nomination search procedures will be furnished on request.  \n\n\n\n\nAll nominees will be asked to confirm their interest in pursuing the editorship and will be asked to provide a personal statement (500 words or less) that outlines why the nominee is interested in this position.\n\n\n\nNominees may apply individually or as co-editors. Those applying as co-editors must identify both individuals in the team within the application and should submit a joint personal statement as indicated above.\n\n\n\n\nThe selection process will move through three stages:\n\n\n\n\nStage 1: The CPC will review the initial nominations and request additional materials from the nominees that best fit the criteria above. \n\n\n\nStage 2: Applicants that move to the second stage will be asked to submit a detailed proposal of how they would address challenges raised in the most recent internal review of the journal\, and more generally\, further the goals of the journal as described in the editorial mission and values statements.\n\nApplicants will be asked to provide references to support their editorial background and skills. \n\n\n\nApplicants may be asked to meet (virtually) with the CPC.\n\n\n\n\n\nStage 3: The CPC will forward a recommendation to the full Board of Governors who will finalize the recommendation. \n\n\n\n\nNominations\, including self-nominations\, for AMD will be considered through 15 November 2025. Please contact Susan Zaid with any questions.
URL:https://www.aom.org/calendar/call-for-nominations-for-editor-amd/
CATEGORIES:Call for Nominations,Calls,Discoveries,Event Calendar,Journals
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BEGIN:VEVENT
DTSTART;TZID=America/New_York:20251115T000000
DTEND;TZID=America/New_York:20251115T000000
DTSTAMP:20260404T070010
CREATED:20260226T041304Z
LAST-MODIFIED:20260226T041305Z
UID:10000022-1763164800-1763164800@www.aom.org
SUMMARY:Call for Nominations for Editor: Proceedings
DESCRIPTION:Submit your Nominations Here\n\n\n\n\nNominations are being sought for the position of Editor of the Academy of Management Proceedings (Annual Meeting Proceedings). The next Editor will work closely with the current editor of the Annual Meeting Proceedings during the first half of 2026 and may assist in the production of the content for that year. The incoming editor will assume full responsibility for the preparation of the 2027 Annual Meeting Proceedings. \n\n\n\nThe Academy of Management Proceedings features 250-word abstracts of all papers and symposia presented at the Academy’s Annual Meeting and shortened versions of the “Best Articles” that have been accepted for inclusion in the program (approximately 10% of all accepted submissions). Papers selected for the Annual Meeting Proceedings are shortened to a 6-page format because publication of papers at their full length may preclude subsequent journal publication. \n\n\n\nThe editorial term starts in January 2026. The current Editor will facilitate the Proceedings for AOM’s 2026 Annual Meeting. The Proceedings Editor-elect shadows the current editor during the first year and takes over the process for the 2027 Annual Meeting Proceedings and is responsible for the 2027\, 2028 and 2029 AOM Annual Meeting Proceedings. \n\n\n\nRecommended qualifications include the following: \n\n\n\n\nScholarly contributions in management.\n\n\n\nDemonstrated administrative skills\, capacity to handle a demanding workload and meet deadlines\, and ability to work constructively with authors\, reviewers\, and the Academy’s Division and Interest Group representatives.\n\n\n\nMember of the Academy of Management.\n\n\n\nFamiliarity with\, and ability to use\, a web-based submission and review system.\n\n\n\nExperience and interest in electronic publications.\n\n\n\n\nThe Content Portfolio Committee (a committee of the Academy of Management Board of Governors) will review the nominations and will request complete applications from those that best fit the criteria above.  Applicants that move to the second stage will be asked to submit a letter describing the nominee’s qualifications and experience relevant to the selection criteria. The Committee will forward a recommendation to the full Board of Governors who will finalize the recommendation.  \n\n\n\nNominations\, including self-nominations\, will be accepted until 6 October 2025. \n\n\n\nSubmissions should include: \n\n\n\n\nThe nominee’s name\, full address\, telephone number\, and email address\n\n\n\nA letter describing the nominee’s qualifications and experience relevant to the selection criteria.\n\n\n\nApplicants are asked to submit their CV and a letter of qualifications and experience.\n\n\n\n\nNominate here. Please contact szaid@aom.org with any questions.
URL:https://www.aom.org/calendar/call-for-nominations-for-editor-proceedings/
CATEGORIES:Call for Nominations,Calls,Proceedings
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DTSTART;TZID=America/New_York:20251117T160000
DTEND;TZID=America/New_York:20251117T173000
DTSTAMP:20260404T070010
CREATED:20260226T045352Z
LAST-MODIFIED:20260226T045353Z
UID:10000047-1763395200-1763400600@www.aom.org
SUMMARY:AMD "Open Mic" Virtual Paper Development Workshop
DESCRIPTION:Academy of Management Discoveries “Open Mic” Virtual Paper Development Workshop\n\n\n\nJoin this virtual session to share exploratory empirical research related to AMD’s Research Spotlight: From Circularity to Regeneration in Management and Organizations. \n\n\n\nWorkshop Leaders\n\n\n\nGuest coeditors of the Special Research Spotlight: From Circularity to Regeneration in Management and Organizations \n\n\n\n\nOana Branzei\, Western University\n\n\n\nNancy Bocken\, Maastricht University\n\n\n\nStefano Pascucci\, University of Exeter\n\n\n\nSusan Cohen\, Deputy Editor\, Academy of Management Discoveries \n\n\n\n\nPurpose\n\n\n\nWe invite scholars of all ages and stages who are interested in publishing empirical exploration in AMD’s Research Spotlight on Circularity to Regeneration to share their work—even if it is not quite ready for prime time! The “Open Mic” format enables you to share the heart of your research project without needing to have all the nuts and bolts worked out and to engage an interested audience and the guest editors. This dynamic\, interactive format can quickly surface golden nuggets in your research and assess alignment with AMD’s mission to disseminate empirical discoveries that seed fruitful theorizing. AMD’s Research Spotlights are multiyear commitments to publish compelling empirical discoveries related to an important phenomenon for which existing theory falls short. Even if your research is not quite ready for a March submission deadline\, please join us to help supercharge this Spotlight and become part of this community!  \n\n\n\nWhether you join us as a presenter or audience\, registrants are encouraged to read the Research Spotlight call thoroughly and to review select AMD FTEs before attending. We will not spend time reviewing this content during Open Mic. \n\n\n\nAgenda\n\n\n\nOpen Mic will run from 4:00–5:30 PM US Eastern Time on 17 November 2025. An event link will be provided to registrants prior to that date. In 4-5 minutes\, presenters will describe the phenomena or puzzle of interest\, articulate their compelling research question\, explain why it matters and why empirical exploration is warranted\, and briefly describe the empirical approach. Don’t be afraid to personalize your research! Engage the audience with a succinct but intriguing description of your study context or data about the phenomenon. The Guest Editors will then engage the audience in a “react and ask” session\, for 7 minutes.  \n\n\n\nWorkshop Instructions\n\n\n\nIf you are interested in having your paper included the workshop\, you should prepare a 2–3-page (double-spaced) abstract of your conceptual/theoretical idea that you can share with the facilitators. We also encourage you to prepare a 2-minute presentation of your idea to share at the breakout session that concisely provides the necessary information. We will match 4-5 participants with 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 insight about how to clarify the paper idea or move the idea forward. The number of participants with accepted abstracts will be limited to 30. Other participants may wish to join the talks or sit in on paper discussions. \n\n\n\nRegistration Information\n\n\n\nBe sure to check the appropriate participation box on the registration form if you plan to share your research.
URL:https://www.aom.org/calendar/amd-open-mic-virtual-workshop/
CATEGORIES:Discoveries,Event Calendar,Journal Workshops,Journals
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